Merchandising Role in Garment Factory

Chapter 1
Introduction
Shelltex International
Page 1
Merchandising Business in Ready Made Garments- A

case study on Shelltex International.
Page 2
1.1 Background of the Study

The garments industry of Bangladesh has been the key export division and a main source of
foreign exchange for the last 35 years. At present, the country generates about $6 billion worth of
products each year by exporting garment. The industry provides employment to about 3 million
workers of whom 90% are women. Two non-market elements have performed a vital function in
confirming the garment industry's continual success; these elements are (a) quotas under MultiFibred Arrangement1 (MFA) in the North American market and (b) special market entry to
European markets. The whole procedure is strongly related with the trend of relocation of
production. It has been reveals that the tendency of low labor charges is the key reason for the
transfer of garment manufacturing in Bangladesh. Bangladesh Garment Sector and Global Chain
The cause of this transfer can be clarified by the salary structure in the garment industry, all over
the world. Apparel labor charge per hour (wages and fringe benefits, US$) in USA is 10.12 but it
is only 0.30 in Bangladesh. This difference accelerated the world apparel exports from $3 billion
in 1965, with developing nations making up just 14 percent of the total, to $119 billion in 2001,
with developing nations contributing 59 percent. In 1991 the number of workers in the readymade garment industry of Bangladesh was 582,000 and it grew up to 1,404,000 in 1998. In USA,
however, 1991-figure showed 1,106.0 thousand workers in the apparel sector and in 2008 it
turned down to 765.8 thousand.
Page 3
1.2 Objective of the Study

The objective of the case study is to develop the concept about the various aspects of the
organizational structure, success & marketing process of the garments industry. This case study
will help me to analyze the various concept of marketing, formal hierarchy, standardized export
policies & rules, organizational network, various types of approaches to make profit, decision
making in stable & unstable situation, how to improve the quality of products & the production
process which will enrich my experience for my future career.
1.3 Scope of the Study

During my internee period I have got chances to visit many buying house, factory, supervise
much production process, & completed many sample program. And Inshallah, I will get a job in
LE as asst. merchandiser & as an assistant merchandiser; I will try to elaborate the
merchandising profession and the production and marketing process of a garments factory.
1.4 Methodology
Data instrument
As the raw data is being collected by personal interview with various employee & buyer of
different company and buying house, it was analyzed by the Microsoft office. This program was
also used for the table a graphical presentation.
Beside those, the universal report writing software MS WORD was used to process all necessary
research writing, charts graphs and tables.
To formulate the research problem I have constitute the following steps:
Data collection procedure

The source of data or information we divided into two parts that are primary and secondary
source.
Page 4
Source of Data
PRIMARY
DATA
SECONDARY
DATA
Figure: Sources of data

Both primary and secondary data sources were used to generate this report.
Primary data
In the primary source data are collected directly from Shelltex International
Secondary data
Secondary data are collected through different website journal and textbook and other data also
collect by going various buying house.
The Primary sources are follows:

Primary data are measurements observed and recorded as part of an original study. When the
data required for a particular study can be found neither in the internal records of the enterprise,
nor in published sources, may it become necessary to collect original data. For the completion of
this report, the primary sources of data are*
Face-to-face conversation with the respective officers and staffs
Informal conversation with the clients.
Practical work exposures from the different desks of the departments .
Study of the relevant files as instructed as instructed by the officers concerned
Page 5
Experts opinion and comments,
The Secondary sources and data are follows:

The data which has already been collected by others, such data are called Secondary data. For
this internship report, the secondary data are collected from the below sources*
Training materials available at the garments,
Various books articles, compilations etc. regarding marketing of financial products are
informed below:
*
Published of different products,
Office circular and other published papers,
Methodology used
There are various methodology that I have used to analyze performance are
Ratio Analysis
BCG Matrix
SWOT Analysis
.
1.5 Limitations of the Study
Its very hard to find necessary information because there are no fixed place such as
library where data is kept.
Foreign buyers English are not that much clear.

The answer of certain questions I had go through people's opinion. While doing the
survey lots of people did not want to respond to many questions. Sometimes they even
did not fill out the questionnaire properly for the busy schedule.
Time was one of the major constraints. As our internship program is only three-month
Page 6
long, it was difficult to cover and collect all the necessary materials for completion of
such a large report within this time boundary.
The people of Merchandising Incorporation are under tremendous workload. Although,
they wanted to cooperate with me in writing my report, their busy schedules sometimes
did not allow them to do so. On the other hand, due to secrecy of official information,
sometimes they showed unwillingness to provide me information.
There are many code names in garments industry that is very important for production
process, and I have memorized those codes.
In garments factory most of the employee doesnt have any educational background they
do their job only with experiences.
Political unrest of our country such as strike or hartal was major problem in this regard as
it is difficult to go out and work during that time and to maintain the work schedule.
Page 7
Chapter 2
An overview of
Merchandising in Ready
Made Garments Sector in
Bangladesh
Page 8
2.1 The concept of merchandising in general terms:

Merchandising is the methods, practices, and operations used to promote and sustain certain
categories of commercial activity
There are:
1) Promotional merchandising
2) Trading industry
3) Retail supply chain
4 Licensing
a) Children
b) Adults
2.1.1 Promotional merchandising:

In retail commerce, visual display merchandising means maximizing merchandise sales using
product design, selection, packaging, pricing, and display that stimulate consumers to spend
more. This includes disciplines in pricing and discounting, physical presentation of products and
displays, and the decisions about which products should be presented to which customers at what
time.
This annual cycle of merchandising differs between countries and even within them, particularly
relating to cultural customs like holidays, and seasonal issues like climate and local sporting and
recreation.
In the United States for example, the basic retail cycle begins in early January with merchandise
for Valentine's Day, which is not until mid-February. Following this, Easter is the major holiday,
while springtime clothing and garden-related merchandise is already arriving at stores, often as
early as mid-winter. Mothers Day and Fathers Day are next, with graduation gifts (typically
small consumer electronics like digital cameras) often being marketed as "dads and grads" in
June (though most semesters end in May). Summer merchandise is next, including patrioticthemed products with the American flag, out by Memorial Day in preparation for Independence
Day (with Flag Day in between).
Page 9
By July, back-to-school is on the shelves and autumn merchandise is already arriving, and at
some arts and crafts stores, Christmas decorations. By September, the summer merchandise is on
final closeout and overstock of school supplies is marked-down some as well, and Halloween
(and often even more of the Christmas) merchandise is appearing. As the Halloween decorations
and costumes dwindle in October, Christmas is already being pushed on consumers, and by the
day afterward retailers are going full-force with advertising, although the "official" season does
not start until the day after Thanksgiving. Christmas clearance sales now begin even before
Christmas at most retailers, and continue on to as little as New Year's Day or as long as
February.
Merchandising also varies within retail chains, where stores in places like Denver, Minneapolis,
or Buffalo might carry snow blowers, while stores in Florida and southern California might
instead carry beach clothing and barbecue grills all year. Coastal-area stores might carry water
skiing equipment, while ones near mountain ranges would likely have snow skiing and
snowboarding gear if there are ski areas nearby.
2.1.2 Trading industry:

In Eastern Europe, particularly in Russia, the term merchandising is commonly used within the
trading industry and denotes all marketing and sales stimulation activities around PoS (point of
sale): design, creation, promotion, care and training of the sales staff. Basically a merchandiser is
someone who is continuously involved in business promotion by buying and selling of goods.
2.1.3 Retail supply chain:

In the supply chain, merchandising is the practice of making products in retail outlets available to
consumers, primarily by stocking shelves and displays. While this used to be done exclusively by
the stores' employees, many retailers have found substantial savings in requiring it to be done by
the manufacturer, vendor, or wholesaler that provides the products to the retail store. In the
United Kingdom there are a number of organizations that supply merchandising services to
support retail outlets with general stock replenishment and merchandising support in new stores.
By doing this, retail stores have been able to substantially reduce the number of employees
needed to run the store.
Page 10
While stocking shelves and building displays is often done when the product is delivered, it is
increasingly a separate activity from delivering the product. In grocery stores, for example,
almost all products delivered directly to the store from a manufacturer or wholesaler will be
stocked by the manufacturer's/wholesaler's employee who is a full time merchandiser. Product
categories where this is common are Beverage (all types, alcoholic and non-alcoholic), packaged
baked goods (bread and pastries), magazines and books, and health and beauty products. For
major food manufacturers in the beverage and baked goods industries, their merchandisers are
often the single largest employee group within the company. For nationwide branded goods
manufacturers such as The Coca-Cola Company and PepsiCo, their respective merchandiser
work forces number in the thousands.
2.1.4 Licensing:
In marketing, one of the definitions of merchandising is the practice in which the brand or image
from one product or service is used to sell another. Trademarked brand names, logos, or
character images are licensed to manufacturers of products such as toys or clothing, which then
make items in or emblazoned with the image of the license, hoping they'll sell better than the
same item with no such image. For the owners of the intellectual property in question,
merchandising is a very popular source of revenue, due to the low cost of letting a third party
manufacture the merchandise, while the IP owners simply sit back and collect the merchandising
fees.
Children:
Merchandising for children is most prominently seen in connection with films and games,
usually those in current release and with television shows oriented towards children.
Merchandising, especially in connection with child-oriented films and TV shows, often consists
of toys made in the likeness of the show's characters (action figures) or items which they use.
However, sometimes it can be the other way around, with the show written to include the toys, as
advertising for the merchandise. The first major example of this was the TV show "He-man and
Page 11
the Masters of the Universe," in the early 1980s, but this practice has been common in children's
broadcasting ever since.
Sometimes merchandising from a television show can grow far beyond the original show, even
lasting decades after the show has largely disappeared from popularity. In other cases, large
amounts of merchandise can be generated from a pitifully small amount of source material
(Mashimaro).
Adults:
Example of professional sports merchandising - A Boston Celtics cap manufactured by Adidas
The most common adult-oriented merchandising is that related to professional sports teams (and
their players).
A smaller niche in merchandising is the marketing of more adult-oriented products in connection

with similarly adult-oriented films and TV shows. This is common especially with the science
fiction and horror genres. (Examples: Star Trek, McFarlane Toys) Occasionally shows which
were intended more for children find a following among adults, and you can see a bit of a
crossover, with products from that show oriented towards both adults and children. (Gundam
model kits)
Sometimes a brand of non-media products can achieve enough recognition and respect that
simply putting its name or images on a completely unrelated item can sell that item. (An example
would be Harley-Davidson branded clothing.)
Page 12
2.1.5 A Glimpse of The Growth & Status of Ready-Made Garment Export of

Bangladesh:
Year
Export
of
RMG
Million US$)
(in Total export of Bangladesh
% of RMGS to total Export
(in Million US$)
1987-88
31.57
811.00
3.89
1988-89
116.20
934.43
12.44
1989-90
131.48
819.21
16.06
1990-91
298.67
1076.61
27.74
1991-92
433.92
1231.20
35.24
1992-93
471.09
1291.56
36.47
1993-94
642.16
1523.70
40.96
1994-95
866.82
1717.55
50.47
1995-96
1182.57
1993.92
59.31
1996-97
1245.01
2382.89
60.64
1998-99
1555.79
2533.90
61.40
1999-2002
2547.13
382.00
65.61
2002-2004
3001.25
4418.28
67.93
2004-2006
3781.94
5161.20
73.28
2006-2008
4019.98
5212.86
75.67
Page 13
2.1.6 Apparel-The Highest Export Earning Sector:

1991-92
RMG EXPORT VALUE (MILLION US

$)
1991-92
1182.57
1998-99
1445.22
1999-98
1555.79
1998-99
2232.09
1999-2000
2547.13
2000-2001
3001.25
2001-2002
3781.94
2002-2003
4019.98
2.1.7 Share of RMG In Country's 1998-99 Total Export:

Commodity
Export Share (%)
RMG
75.67
JUTE GOODs
5.72
RAW JUTE
5.16
TEA
1.35
LEATHER
3.17
Page 14
CHEM. PRODUCTS
0.72
FROZEN GOODS
1.49
OTHERS
12.91
2.2 History
The ready-made garment (RMG) industry of Bangladesh started in the late 1970s and became a
prominent player in the economy within a short period of time. The industry has contributed to
export earnings, foreign exchange earnings, employment creation, poverty alleviation and the
empowerment of women. The export-quota system and the availability of cheap labour are the
two main reasons behind the success of the industry. In the 1980s, the RMG industry of
Bangladesh was concentrated mainly in manufacturing and exporting woven products. Since the
early 1990s, the knit section of the industry has started to expand. Shirts, T-shirts, trousers,
sweaters and jackets are the main products manufactured and exported by the industry.
Bangladesh exports its RMG products mainly to the United States of America and the European
Union. These two destinations account for more than a 90 per cent share of the countrys total
earnings from garment exports. The country has achieved some product diversification in both
the United States and the European Union. Recently, the country has achieved some level of
product upgrading in the European Union, but not to a significant extent in the United States.
Bangladesh is less competitive compared with China or India in the United States and it is
somewhat competitive in the European Union.
The phase-out of the export-quota system from the beginning of 2005 has raised the
competitiveness issue of the Bangladesh RMG industry as a top priority topic. The most
important task for the industry is to reduce the lead time of garment manufacturing. The
improvement of deep-level competitiveness through a reduction in total production and
distribution time will improve surface-level competitiveness by reducing lead time. Such a
strategy is important for long-term stable development of the industry, but its implementation
will take time. In contrast, the establishment of a central or common bonded warehouse will
improve surface-level competitiveness by reducing lead time, but deep-level competitiveness
will not be improved and long-term industry development will be delayed. Therefore, granting
permission to establish in the private sector such warehouses with special incentives, such as the
duty-free import of raw materials usable in the export-oriented garment industry for reducing the
lead time in garment manufacturing is a critical issue for Bangladesh. Second, Bangladesh needs
to improve the factory working environment and various social issues related to the RMG
industry. International buyers are very particular about compliance with codes of conduct. Third,
Page 15
issues related to product and market diversification as well as upgrading products needs to be
addressed with special care. Moreover, the Government of Bangladesh needs to strengthen its
support. The development of the port and other physical infrastructure, the smooth supply of
utilities, a corruption-free business environment and political stability are some priority concerns
for the Government to consider in its efforts to attract international buyers and investors.
The RMG industry of Bangladesh has expanded dramatically over the last three decades.
Traditionally, the jute industry dominated the industrial sector of the country until the 1970s.
Since the early 1980s, the RMG industry has emerged as an important player in the economy of
the country and has gradually replaced the jute industry. The export-quotasystem1 in trading
garment products played a significant role in the success of the industry. However, that quota
system came to an end in 2004. Therefore, the competitiveness issue needs to be addressed, with
special attention given to the long-term sustainability of the industry. The term
competitiveness itself is a broad concept. Its meaning, implications, adaptation and
achievement vary from firm to firm, industry to industry, or country to country. Michael E.
Porter is a pioneer of the competitiveness theory (Porter, 1990)at the national or macro level
(Cho and Moon, 2000). Firm/industry-level (micro level) competitiveness depends on various
parameters. However, the literature provides no universal agreement on the definition of
competitiveness. For example, some researchers consider the labor cost, unit cost, exchange rate,
interest rate, prices of material inputs other price- or cost-related quantitative factors for
measuring the competitiveness of a manufacturing firm/industry (Edwards and Golub , 2004;
Fukunishi, 2004; Cockburn anothers, 1998; and Edwards and Schoer, 2002). Some other
researchers consider product quality, innovativeness, design, distribution networks, after-sales
service, transaction costs, institutional factors relating to the bureaucracy of export procedures
and other non-price factors for measuring the competitiveness of a manufacturing firm/industry
(Abdel-Latif,1993; Chen and others, 1999; and Sachwald, 1994). The influences of both price
and on-price factors on the competitiveness of a firm/industry are reflected by market share and
profit ( 2006). This study attempts to incorporate price, non-price and result(for example, market
share) factors in order to address the international competitiveness of the Bangladesh RMG
industry. The majority of the competitiveness-related research studies focus on the competitive
performance or on the factors influencing competitive performance. The studies consider
product price, market share and other indicators to measure competitive performance, while
considering wages, costs, productivity and other issues as factors influencing competitive
performance. However, Fujimoto (2001) puts special emphasis on the capability factor that
influences the competitive performance of a firm. According to him, improvement in the
capability of a firm enhances its competitive performance. This improvement takes time, but
it ensures the long-term sustainability of a firm. In contrast, improving only competitive
performance and not capability may not be sufficient to ensure the long-term development of
the firm.
Page 16
This study addresses the competitiveness issue from two broader dimensions: surface-level and
deep-level competitiveness.3 Surface-level competitiveness reflects the competitive
performance of a firm or industry that is directly observable to consumers. Deep-level
competitiveness reflects the capability of a firm or industry that is not directly observable to
consumers. An improvement in the deep-level performance enhances the performance at the
surface level. The severe competition under the quota-free trading environment pressures the
RMG industry of Bangladesh to enhance its surface-level competitiveness at the earliest
convenient time. However, the long-term sustainability of the industry demands enhancement of
deep-level competitiveness. Therefore, the future development of the industry will depend on
how much importance will be given to which factors/dimensions, and how the individual firms
will respond and how government policies will influence the industry. Hence, the discussion of
the competitiveness of the Bangladesh RMG industry requires simultaneous consideration of
both the surface and deep dimensions. In particular, this study uses (a) export value, product
price, market share and lead time as surface-level indicators, and (b) linkage expansion, factory
environment, product/market composition, and production and distribution time as deep-level
indicators for measuring the international competitiveness of the Bangladesh RMG industry. The
paper is structured as follows.
2.3 AN OVERVIEW OF THE BANGLADESH READYMADE GARMENT

INDUSTRY:
The RMG industry is the only multi-billion-dollar manufacturing and export industry in
Bangladesh. Whereas the industry contributed only 0.001 per cent to the countrys total export
earnings in 1976, its share increased to about 75 per cent of those earnings in 2005. Bangladesh
exported garments worth the equivalent of $6.9 billion in2005, which was about 2.5 per cent of
the global total value ($276 billion) of garment exports. The countrys RMG industry grew by
more than 15 per cent per annum on average during the last 15 years. The foreign exchange
earnings and employment generation of the RMG sector have been increasing at double-digit
rates from year to year. Some important issues related to the RMG industry of Bangladesh are
noted in table
Table 2. Important issues related to the ready-made garment industry

Year(s)
1977-1980
1982-1985
1985
1990s
1993-1995
2003
2005
Issue
Early period of growth
Boom days
Imposition of quota restrictions
Knitwear sector developed significantly
Child labor issue and its solution
Withdrawal of Canadian quota restriction
Phase-out of export-quota system
Page 17
Currently, there are more than 4,000 RMG firms in Bangladesh. More than 95 percent of those
firms are locally owned with the exception of a few foreign firms located inexpert processing
zones (Gonzales, 2002). The RMG firms are located mainly in three main cities: the capital city
Dhaka, the port city Chittagong and the industrial city Narayangonj. Bangladesh RMG firms
vary in size. Based on Bangladesh Garment Manufacturers and Exporters Association (BGMEA)
data, (2000) found that in1997 more than 75 per cent of the firms employed a maximum of 400
employees each. Garment companies in Bangladesh form formal or informal groups. The
grouping helps to share manufacturing activities, to diversify risks; horizontal as well as vertical
coordination can be easily found in such group activities. Ready-made garments manufactured in
Bangladesh are divided mainly into two broad categories: woven and knit products. Shirts, Tshirts and trousers are the main woven products and undergarments, socks, stockings, T-shirts,
sweaters and other casual and soft garments are the main knit products. Woven garment products
still dominate the garment export earnings of the country. The share of knit garment products has
been increasing since the early 1990s; such products currently account for more than 40 per cent
of the countrys total RMG export earnings (BGMEA website). Although various types of
garments are manufactured in the country, only a few categories, such as shirts, T-shirts,
trousers, jackets and sweaters, constitute the major production-share (BGMEA website).
Economies of scale for large-scale production and export-quota holdings in the corresponding
categories are the principal reasons for such a narrow product concentration.
2.4 COMPETITIVENESS OF THE BANGLADESH READYMADEGARMENT INDUSTRY:

The United States was the main export destination for Bangladeshi RMG products in the early
1990s followed by the European Union, but the European Union has surpassed the United States
over time. These two destinations generate more than 90 per cent of the total RMG export
earnings of Bangladesh (BGMEA and the Export Promotion Bureau websites; and Quddus and
Rashid, 2000). The shares of other importers, such as Australia, Canada, China, Japan and the
Russian Federation as well as countries in the Middle East, in the total RMG export earnings of
Bangladesh are minimal. This section of the paper focuses on surface-level competitive
performance of the Bangladesh RMG industry in the United States and the European Union
markets only. In addition, the performance of China and India along with Bangladesh as RMG
suppliers to international markets is also considered for comparative analysis. (a) Export
competitiveness in the United States market5 Bangladesh has experienced some product
diversification in its export of garments to the United States market in recent years compared
with the early 1990s.6 However, the countrys performance in upgrading its products is not
significant with regard to the United States market (Haider, 2006). The country experienced a
sharp increase in the export of garment products to the United States market in the 1990s, but
faced declines in export earnings from that country in 2002 and 2003, followed by slow increases
since 2004. The exports of India also increased rapidly in the 1990s, although that country
experienced comparatively slow progress in the last few years. However, the RMG exports of
China to the United States have increased at a startling rate over the years. For example, the
textile and garment export earnings of China, India and Bangladesh from the United States were
Page 18
$3.6 billion, $0.8 billion and $0.4 billion respectively in 1990, and increased to$22.4 billion, $4.6
billion and $2.5 billion respectively in 2005. Such rapid expansion in the exports of China
represents a major challenge to other exporters.
Cotton non-knit shirts, man and boy was the highest contributor to the export earnings of
Bangladesh from the United States, amounting to $332 million in2005. The export earnings of
only eight categories8 crossed the $100 million export benchmark in the same year for the
country. A total of 16 categories of exports crossed the$50 million benchmark and 31 categories
crossed the $10 million export benchmark.
2.4.1 Export competitiveness in the European Union market:

Bangladesh has experienced both quantitative and qualitative changes in exporting garment
products to the European Union market during the period 1996-2005. The textile and garment
export earnings of Bangladesh from the European Union increased from1.2 billion Euros in 1996
to 3.7 billion Euros in 2005. For India and China, the corresponding earnings increased from 3
billion and 5.3 billion Euros in 1996 to 5.3 billion and 21.1 billion Euros in 2005 respectively.
Garment products generate the major share of Bangladeshs export earnings from the European
Union. However, both textile and garment products in China and India contribute to the export
earnings from the European Union. For example, garment products on average generated more
than a 95 per cent share of the total textile and garment exports to the European Union from
Bangladesh during the period1996-2005. The corresponding shares for India and China stand at
below 75 per cent and80-90 per cent respectively. The top five product groups contributed 76 per
cent of the total garment export earnings of Bangladesh from the European Union in 1996, and
that share increased to82 per cent in 2005. The corresponding changes for India and China were
from shares of62 per cent and 34 per cent in 1996 to 54 per cent and 45 per cent in 2005
respectively. This trend demonstrates that product diversification in Bangladesh is lower than
that of India and China in exporting garments products to the European Union market. Knit
garments from Bangladesh have gained remarkable access to the European Union market during
the period 1996-2005 (see table 2).Duty- and quota-free access of garment products
manufactured under two-stage local transformation (yarn to fabrics, and fabrics to garment)
have accelerated the exports of knit garment products from Bangladesh to the European Union.
As the knit textile subsector is relatively less capital intensive and requires relatively simple
technologies, it managed to undergo rapid expansion, benefiting from the European Union
Generalized System of Preferences. The woven part of the category has failed to utilize that
facility owing to a lack of sufficient backward linkages. In contrast to the European Union, both
knit and non-knit products have entered the United States market simultaneously, as no special
tariff or tax reduction incentive was available there for the import of garment products from
Bangladesh. The product-mix of garment products exported from Bangladesh to the European
Union has changed significantly during the period 1996-2005. The share of shirts in total
garment exports from Bangladesh to the European Union has decreased, whereas the shares for
Page 19
overcoats, jackets, sweaters, suits and some other garment products have increased indecent
years. These changes demonstrate that Bangladesh is achieving some level of product
diversification in exporting garment products to the European Union. In addition, a gender
analysis indicates that Bangladesh has achieved some upgrading of its products recently in terms
of exporting garment products to the European Union. Garments for females are treated as
upgraded products compared with garments for males, since they add more value on average.
The earnings of Bangladesh from the export of garments for females to the European Union has
increased during the period 1996-200.
Table- 3 Exports of knit, non-knit and made-up products to the European

Union
(Millions of Euros and percentage)
Exporter to
the European
Union
Year
Knit
garments
Non-Knit
garments
Made- up
products
Total
Total
Total
Total
Total
1996
2005
506
2195
44
60
624
1334
54
36
29
132
2
4
1159
3661
100
100
1996
2005
510
1508
28
38
1012
1720
55
44
320
714
17
18
1842
3942
100
100
1996
2005
1538
6639
34
36
2488
10178
56 432
55 1748
10
9
4458
18565
100
100
Bangladesh
India
China
2.4.2 Price competitiveness:

China and some other competitors of Bangladesh have implemented sharp price-cutting policies
in exporting garment products over the last few years, but Bangladesh has failed to respond
effectively to such policies. China was able to drop the export price of29 garment categories10
Page 20
by 46 per cent11 on average in the United States within a year, from $6.23 per sq meter in
December 2001 to $3.37 per sq meter in December 2002.However, all other suppliers were able
to drop the price by only 2 per cent, from $3.50 per sq meter to $3.41 per sq meter during the
same period. By the end of 2002, China had underpriced all other exporters to the United States
in 22 out of 29 garment categories and it had underpriced others in 26 out of 29 categories by
March 2003 (American Textile Manufacturers Institute, 2003). Moreover, China rapidly
managed to be price competitive in the European Union and other major international markets.
For example, the average unit export price of garment products integrated in the third stage of
the Multi fiber Arrangement phase-out decreased from 11,600 Euros per ton in 2001 to 9,500
Euros in 2002 for Bangladesh in the European Union, whereas the corresponding decrease for
China in that market was from 13,500 Euros to 8,800 Euros per ton (European Commission,
2003). Bangladesh needs to respond to such price-cutting policies of its rivals in order to remain
competitive in the quota-free global market. (d) Lead time Lead time refers to the time required
for supplying the ordered garment products after the export order has been received. In the
1980s, the usual lead time in the garment industry was 120-150 days for the main garment
supplier countries of the world; it has been reduced to 30-40 days in the current decade.12
However, in this regard the Bangladesh RMG industry has improved little; for example, the
average lead time is 90-120 days for woven garment firms and 60-80 days for knit garment
firms. In China, the average lead time is 40-60 days and 50-60 days for woven and knit products
respectively; in India, it is 50-70 days and 60-70 days for the same products
respectively.13Shortening the lead time is the most urgent priority task for Bangladesh. The best
way is to develop domestic backward linkages with the aim of reducing production and
distribution time.14 Such a strategy would contribute to enhancing the deep-level performance
of the industry and would have a positive impact on surface-level performance. An alternative
solution would be to establish a central or common bonded warehouse in the private sector for
storing raw materials usable in the export-oriented garment industry, with special incentives such
as duty-free import. While such a solution is the fastest way to improve surface-level
competitiveness by reducing lead time, it carries the risk of delaying deep-level competitive
performance-enhancing initiatives and the long-term development of the industry.
Page 21
Chapter 3
Literature review
Page 22
3.1 Letter of Credit (LC):
Letter of credit (LC) is a financial instrument opened by importer.

LC can be opened in favor of exporter. It gives assurance that the importer is solvent.
Most of the LC is irrevocable. An irrevocable LC means that once the exporter has
accepted the credit, the buyer cannot alter it without any permission of exporter.
Transaction of letter of credit (LC)
7. Authorization of payment
2. LC
Exporter Bank
Importer Bank
3. Document
5.
6.
Of
1. Request
To open LC
8. Debited
LC
Importer
Exporter
1. shipment
4. SHIPMENT
Of good
Page 23
1.
2.
3.
4.
5.
6.
7.
8.
Buyer requests the bank for open a letter of credit.

Issuing bank open an irrevocable LC and send it to exporter bank.
Advising bank prepare letter of conformation of LC and send it to exporter
Exporter review the LC. IF acceptable, exporter arranges with freight
forwarder to delivery the goods.
Exporter present delivery documents to advising bank for payment.
Advising bank forward the entire document to issuing bank to authorize
payment.
At the same time, advising bank pays necessary payment to exporter.
8 buyers account in the issuing bank is debited
3.2 Terms of LC:

C.I.F (Cost, Insurance and freight):
Charge by the exporter- the goods, transportation, insurance, miscellaneous etc.
Must mention a delivery point up to where the exporter will bear the cost of freight.
C.F (Cost and Freight)
The exporter quotes a price including the cost of goods and transportation.
The insurance cost by importer.
Importer knows such insurance company who offer lower insurance price.
F.O.B (Free on Board)
F.O.B means exporter will take the responsibility up to the goods are loaded on the ship
Importer has own transportation
Ship company is well known to importer
Commercial invoice:
Commercial invoice is the final bill that allows the importer about how to pay to exporter.
Commercial invoice is needed customs to impose tax.
Bill of lading:
A bill of lading is a documents issued by the ship-owner or by the master or captain of the ship
or other agent in exchange of mates Receipt after the goods have been placed on the board the
ship for being carried to a specific destination. It is used when the goods shipped from only a
part of the cargo of a general ship
Page 24
A bills of lading must be stamped and signed by the ship-owner or his agent, the master or
captain of the ship
Backward Integration:
Customers are another potential source of competition. For reducing the production cost
manufacturer make linkage or own the source of raw materials. Those linkages are called
backward linkage or backward integration.
Labor-Capital relationship:
In countries where there is little capital available for investment and where the amount of
investment per worker is low, manager might expect to find cheap labor rate and export
competitiveness in product that require large amount of labor relative to capital.
Page 25
Chapter 4
Overview of the
company
Page 26
4.1 Organizational Profile:
Company Profile
Legal Identity:
Private Limited Company.
Established:
2000
Production Unit:
30 (Includes Knitting, Dyeing, Printed label, label. Hang

tag).
Production Item:
Printed label, label. Hang tag etc.
Yearly Turnover:
US $ 1 Million.
Total Employee:
52 Persons
Bank:
NCC bank.
Comments:
Our buyers are steady and satisfied and we are also

doing business in European Union.
Page 27
4.2 Organogram of Shelltex International:

Managing
Director
General Manager
(Khabir Uddin)
Merchandisin
g Dept.
Merchandiser
Md. Reza
Sampling
Accessory
Commercial
Production
Dept.
Supply Dept.
Dept.
Dept.
Sampling
Accessory
Commercial
Manager
Manager
Manager
(Md. Bakul)
(Md. Huzzad
(M.A. Khlaque)
Ullah)
Asst.
Assistant
Merchandiser
Supervisor
Assistant
Shipping Dept.
Accounting
Dept.
QC Manager
Shipping
Accounts
Manager
Manager
(Md.
(Md.
(Md. Zakir
Jahingir)
Mahafuz)
Hossain)
Supervisor
Asst.
QC Inspector
Manager
Page 28
4.3 Professional service:

Our policies and services have been built to fulfill customer satisfaction with finest quality
products and services as well as ethical responsibilities based on strong time management,
teamwork and modern communication.
Global sourcing solution for our customer: We source for supply chains for major brands and
retailers worldwide. Our sourcing network 13 plus countries and territories across North
America, Europe and Asia. In addition to the wide range and variety of consumer products
available through its sourcing network, JAK also provides its strength in custom product design
and development to provide complete global sourcing solutions for its customers.
Quality Service: Quality leads flavor in our business existence as quality control is the first
preference of job conduct. Our QC teams who are highly trained and experienced follow up
following issues:
On site production monitoring
Multiple Midterm inspection
Spot check
During production pick the product and match with buyer recent production comments.
Maintain standard quality in every step of manufacturing from the selection of right and best
materials to the packaging and shipping.
Communication & Coordination: Communication & Coordination are the important role in our
service. We always communicate with our buyer and coordinate with production department,
sourcing department time to time we inform to our overseas customer updated status for all of
issue. We always follow our buyer comments
Development and Sampling: This is an important sector in our service. Our professional team
always review buyers development package and communicate with buyer to meet their
requirements by providing Fit sample, PP sample, Salesman sample etc.
Page 29
Effective and Strong Management: On time delivery is very important to us. We manage our
entire professional as follows:
Merchandising work instruction
Production Plan
Sourcing for all of accessories and Fabrics
Shipping work instruction
Compliance
Quality maintain
Sampling
All team members, top management to bottom are aware of shipment date. Also, an off-line
database is used to track all the process of the production, so buyers can be updated.
4.4 Mission and Vision of Shelltex International

Since the establishment, Shelltex International has always been dedicated to its customer service.
The success of the company is based on its managements devotee and innovative attitude and
firm commitment to its ultimate goal.
Our Vision:
Our vision is to provide services which directly belong to international trade in commodities and
services, by safeguarding its customers interests, protecting their integrity and to make business
by capturing major shares in the market through quality products and services which would be
most trusted anywhere in the world.
Our Mission:
Our Mission is realization of Vision through maximum delivery of quality product and services
strictly on ethical and moral standards at competitive costs ensuring optimum benefits to the
clients and .
1. To ensure the best and ultimate solution to the customers in meeting their ongoing needs with
Page 30
the best quality of products and services.

2. Within the stipulated period of time.
3. To be the market leader of the trade.
4. To handle the requirement of the customers both profitably to them and to ourselves.
5. Factory visiting service is available when necessary.
6. A perfect solution will be efficiently presented by the Shelltex International trained staffs
when technical problems occur or on customers request. Orders are continuously monitored by
the Shelltex Internationals most efficient staffs and improved thereof till shipment.
7. Value-added service ensures its customers high profits and advantage in a fierce competitive
climate.
8. To manufacture world-class standard products for our valued customers with on time delivery.
4.5 Organizational Goals of Shelltex International
To employ resources as incendiary for the growth of RMG sector.
To provide service for the parties involved and invention of the necessary new service
dimension.
To search for new buyers for investment and help to develop products to suit such needs.
4.6 Principal Objectives
Profit maximization
To provide standard services.
4.7 Strategic View of Shelltex International
A truly international outlook for exporting
A long-term commitment for exporting
A strategic approach to the development of new export market
Credibility and close and long-term relationship in export market
An international reputation for quality
Resources available for export support
Page 31
Chapter 5
Operating Procedure of
Propel Sourcing
Page 32
5.1 Functional Departments of Shelltex International

All the functions of Merchandising Inc. are operated under four major departments:
1. Merchandising department.
2. Sampling department.
3. Commercial department.
4. Accessory supply department.
5. Production department.
6. Distribution department.
5.1.1 Merchandising Department:

This department of merchandising department is responsible for the following activities:
Searching buyers: The task of this department started with the searches of buyers, who want to
import garment products from our country, to get the order of the garment product
manufacturing.
Introduce letter: After finding suitable buyers this department issues an introducing letter to the
respective buyers which describes merchandising department's total years of experience, its
parameter of total activities, efficiency and effectiveness and relationship with existing buyers.
Cost of Making: CM is another important activity that stands for Cost of Making. Here the
merchandiser of this dept. determines what are the things are required to make a unit or dozen of
an order. Then he makes calculation' of per unit cost on the basis of accessories consumption,
fabric consumption, labor cost and other relevant costs.
Price negotiation: When this department has the clear idea about the cost involved in the desired
transaction they start price negotiation to determine a final price that the buyer agrees to pay.
Select supplier: Merchandising department recognizes the effectiveness, of their commitment to
buyers and thereby it shoulders the responsibility of finding out efficient buyers. The bases of
efficiency include supplier's adequate administrative setup to prepare all necessary documents
for exports, supplier's financial status and adequate capacities etc.
Page 33
5.1.2 Sampling Department:

It starts its activities after receiving the original sample or sketch sample from the buyer with an,
intention to testify the capability of sampling department to meet the desired standard of the
products. Two people contribute toward the efficiency of sampling dept. They are sampling man
and pattern master of M. Inc.
5.1.3 Commercial Department:

The commercial department of Shelltex International prepares pro-forma invoice for the
respective buyer. The invoice includes the quantity of the buyer's order, its unit price and total
price. The commercial department also transfers master L/C on the name of selected supplier.
This department also maintains all clerical activities such as maintaining the accounts of daily
transaction, maintaining payroll, keeping the accounts of daily expenditures etc.
5.1.4 Accessory supply department:

For a smooth manufacturing, the assurance of on time delivery of fabric and accessories is must.
The responsibility of supplying accessories to the suppliers landed on the ground of this
department. To assure this supply Merchandising Inc. utilizes two sources. One is its sister
concern FM. Printing and Packaging Company. Another is the outsourcing from its suppliers of
long term relationship. As a result the manufacturer doesn't need to be worried about the
availability of accessories.
5.1.5 Production Department:

Although named as production department, this service department rather follows up production
dividing its activities into following sections of Responsibilities: Quality monitor and control:
This dept. supervises the manufacturing process to maintain the quality and scheduled progress
of the manufacturing in behalf of merchandising Incorporation.
Final Inspection: For its reputation, buyers usually delegate the responsibility of final inspection
on the shoulder of quality. Inspector of Merchandising Incorporation. The efficient inspection is
the responsibility of the quality inspector of Merchandising Inc.
Page 34
5.1.6 Shipping Department:

As the name mentions the task of shipping department of M. Inc starts from -receipt of final
goods from the supplier factory after the final inspection and ends- with loading of the goods
bound for supplier. This department also prepares the supporting documents for export such as
bill of exchange, bill of lading, commercial invoice, certificate of origin, packing list etc.
5.2 List of Machineries

Our mission is to provide not only the highest possible product quality but also a total service.
SL. NO
DESCRIPTION
01
Plain Machine
02
Over Lock
03
Flat Lock
07
PMD
13
Button Hole
14
Button Attach
15
Rib Cutter
Kansai
Other logistic Machineries

1 Cutting
2 Auto Boiler
3 P.P Belt Machine
4 Vacuum Table
5 Steam Iron
6 Embroidery Machine (20 head)
Page 35
7 Sewing Thread Machine (72

cone)
We have created world-class facilities to ensure better quality control and faster deliveries, the
way the market is demanding today
Rib & Interlock
Interlock
Interlock
Washing-Garments-Dyeing-Machine
Page 36
laser_ engraving _cutting _machine _high _precision
High-Frequency-Rotary-PVC-Welding-Machine-GL-8GR-Y3Z-
Our mission is to provide not only the highest possible product quality but also a total service to
match.
Page 37
Machine Specification:
SI
NAME OF MACHINE
DIA/GG & FEEDER.
20"X24GGX60 FEEDER
21"X24GGX63 FEEDER
22"X24GGX66 FEEDER
23"X24GGX69 FEEDER
24"X24GGX72 FEEDER
MACA BRAND HIGH SPEED SINGLE
26"X24GGX78 FEEDER
JERSY MACHINE
25"X24GGX75 FEEDER
30"X24 GGX60 FEEDER
34"X24GGX63 FEEDER
10
MASA BRAND HIGH SPEED SINGLE
36"X24GGX66 FEEDER
11
RIB/INTER LOCK MACHINE
40"X24GGX69 FEEDER
Special Effect: - Enzyme finishes, silicon finish, antistatic system
List of Dyeing Machine

MACHINE NAME
Brand new tensionless relax dryer

Ballooning squishier with compacting device
Atmospheric normal temperature & normal
pressure dyeing machine
Fire tube boiler
Folding compactor machine
Over flow high temperature rapid dyeing
machine & laboratory equipment.
Spec to photo meter
Gas generator
Page 38
5.3 Working Environment

Next to its security measures, the factory is will equipped and furnished with enough firefighting equipment, fire alarms systems and trained personnel for facilitating emergency
evacuation. All of which contribute to minimizing the fire- risks. The factory environment, with
excellent lighting and ventilation, is one of the very best of its kind in Bangladesh.
5.4 Products of Shelltex International

Fabrics in 100% cotton, blends and 100% polyester
Dyeing and finishing fabric of 100% cotton, blends and 100% polyester.
We coordinate with the manufacturers and exporters of readymade garments like T-shirts,
polo shirts, sportswear, underwear, and sweatshirts, casual wear, night wears, lingerie &
polar fleece jacket etc.
Different type of printing like Pigment, Rubber, Flock, Foil, Sugar, Discos, Deactive,
Embross, Plastic sole, Glitter, Hidensi , Transper, Gel, Stone print.
All type of Label and Tags.
Besides, we have very strong marketing division for all kinds of ready-made garments to
expand market to Europe, U.S.A, Canada and all over the world .
5.5 Customers of Shelltex International

Angel, SPANE
Wal-Mart stores inc, U.S.A
Customer
Lefties , U.S.A
NKD,Germany
Prime Canada,CANADA
Teronva,ITALY.
Payment procedure:
We specially deal all financial matter with our buyer by our advising bank. Off course it is a
matter that influence by the relationship with our buyer. Most common way isShelltex International
Page 39
Receive L/C
At sight
5.6 Production Process of Shelltex International

5.6.1 Buying house
Buying house is the middleman between the buyer and RMG factory. It is quite difficult to
arrange buyer for RMG factory because most of the buyer come from foreign. And RMG
factories website is not that much effective thats why a class of broker grow in this gap between
buyer and the manufacturer. As they always maintain correspondence with the buyer they have
better understanding of buyers requirement. They act as a helping hand for us.
5.6.2Buyers Order
At first buyer request sample from the garments factory with all the necessary information
regarding to their product and then we match our capability with the buyers requirement. If
capability matched then we submitted a fare costing of that product to the buyer. Here I present a
copy of buyers order.
Date 26th Sept 2007
Subject WARREN
Hi babu,
Pls find below a file of man t-shirt to make as follow at 2.40:
WARREN
- 95% cotton 5% lycra
- enzyme wash
- neck width 19cm, neck drop 1.5cm, neck depth 17cm
- with our badge on back collar
- DTL-1: thick embroidery in silver lurex yarn on the right shoulder at 3cm from the seam
- DTL-2: thick embroidery in silver lurex yarn 6x2cm
Page 40
- DTL-3: cross with 5 plies in silver lurex yarn on front left armhole at 4cm from the shoulder
- DTL-5: make exactly same seam on all the body in grey color reverse seam on sides body +
sleeves sewed with a ton to ton chain seam
Rgds,
Nomie
5.6.3 Costing
For costing of garments we have consider so many things such as fabric consumption,
accessories, fabric GSM, colour, Print, embroidery, sewing charge, and other additional expenses
that is required in the production process here I present some copy of costing of sample program
ART NO
ISTITUZIONAL
FABRICATION
GSM
CONSUMPTION
08
FAB
TOTL
PRICE
FAB
FABRICS+RIB
COST
FABRICS
100% COTTON
400
5.28
29.04
2.80
MAIN LABEL AT BACK NECK
4.00
SZ LABEL BESIDE MAIN LABEL
0.20
TWILL TAPE AT BACK NECK
0.60
3 PRINTED CARE LABEL AT LEFT SIDE
0.45
HEM LABEL
0.96
PATCH(YELL) ON R SLEEVE G/MELANGE
1.20
PATCH ON RIGHT SLEEVE
1.20
PATCH ON BACK BOTTOM
1.20
PRICE TAG
0.20
BARCODE
0.20
POLY
1.20
CARTON
1.20
GUMTAPE
0.20
OTHERS
0.20
S/THREAD
0.61
6.00
S/JERSEY
NECK RIB
1X1 LYCRA RIB
$
5.50
250
0.4
$
7.00
SEAM
EMBRO
PRINT
CM
12.00
TOTAL/DZN
63.46
3.17
COST/DZ WITH COMMERCIAL COST
66.64
Page 41
COMMERCIAL COST
5%
COST/PC WITH COMMERCIAL COST
ART NO
ISTYCAP
$ 5.55
FABRICATION
GSM
CONSUMPTION
08
FAB
TOTL
PRICE
FAB
COST
FABRICS
100% COTTON
400
10.2
$ 5.50
56.10
200
0.7
$ 5.00
3.50
$ 2.00
2.00
$ 17.75
17.75
LACE FOR HOOD
1.06
LACE LABEL
0.15
3.40
0.25
PRINTED TWILL TAPE AS BACK
1.06
1.20
0.45
POCKET LABEL
0.15
RUBBER PATCH AT ZIP PULL
3.50
EMBRO PATCH ON HOOD
1.20
RUBBER PATCH AT SLEEVE
3.60
PRICE TAG
0.20
BARCODE
0.20
POLY
1.20
CARTON
1.20
GUMTAPE
0.20
OTHERS
0.20
S/THREAD
0.61
FRONT ZIP, NYLON # 5 OPEN
3.00
1.80
42.00
CM
25.00
TOTAL/DZN
$ 170.98
FRENCH
FABRICS+RIB
TERRY
INSIDE HOOD
100% COTTON
LINING
JERSEY
EMBROIDERY
TWILL
FAB
COLLAR CUFF
Y/DYED 1X1
1DZN SET
FLAT KNIT
WAIST
BAND+CUFF
NECK TAPE
PRINTED TWILL TAPE LABEL AT
CUFF
3 PRINTED CARE LABEL AT
TRIMS
LEFT SIDE SEAM
END AUTO LOCK

POCKET ZIP, NO 5 NYLON ZIP
CLOSE END AUTO LOCK
EMBRO
COMMERCIAL COST
STITCH/BODY
5%
120,000
8.55
Page 42
$ 179.53
ART NO
HEART
FABRICATION
GSM
CONSUMPTION
09
14.96
FAB
TOTL
PRICE
FAB
COST
FABRICS
100% COTTON
400
9.3
$ 5.50
51.15
1 DZN
$ 3.00
3.00
3.40
0.25
SOLID TWILL TAPE
0.86
VELVET TAPE AT BACK NECK
1.20
3 PRINTED CARE LABEL AT LEFT
0.45
REVET AT BOTTOM
0.60
REVET PATCH LABEL
1.50
BUTTON
0.60
PRICE TAG
0.20
BARCODE
0.20
POLY
1.20
CARTON
1.20
GUMTAPE
0.20
OTHERS
0.20
S/THREAD
0.61
FELT FOR EMBRO PATCH
3.00
21.00
3.00
CM
12.00
TOTAL/DZN
$ 105.82
FABRICS+RIB
FRENCH
TERRY ALL
OVER PRINT
COLLAR
Y/DYED 1X1
FLAT KNIT
WAIST
BAND+CUFF
TRIMS
SIDE SEAM
EMBRO
STITCH/BODY
WASH
5%
COMMERCIAL COST
60,000
5.29
$ 111.11
9.26
PRICE ON 100% COTTON FRENCH TERRY SOLID
400 GSM
9.25
PRICE ON 100% COTTON FRENCH TERRY AOP
400 GSM
10.90
PRICE ON 100% COTTON S/JERSEY printed
240 GSM
7.06
Page 43
ART NO
ARVID
FAB
TOTL
PRICE
FAB COST
59.18
3.50
14.40
LACE FOR HOOD
1.06
LACE LABEL2 LABEL IN 2 SIDE.
0.30
3.40
0.25
HERRINGBONE SOLID COLOR
0.60
0.45
CUFF LABEL
0.30
EMBOSED METAL PATCH
6.00
RIF 6 WOVEN LABEL (AT BACK
3.00
PRICE TAG
0.20
BARCODE
0.20
POLY
1.20
CARTON
1.20
GUMTAPE
0.20
OTHERS
0.20
0.61
2.10
FABRICS
FABRICATION
100% COTTON
GSM
CONSUMPTION
400
10.76
FABRICS+RIB
FRENCH
5.50
TERRY
INSIDE HOOD
100% COTTON
LINING
JERSEY
COLLAR CUFF
Y/DYED 1X1
200
0.7
300
1.8
$
5.00
FLAT KNIT
$
8.00
WAIST
BAND+CUFF
(TPX 18-1658) TWILL TAPE AT

BACK NECK
TRIMS
LEFT SIDE SEAM
NECK)
S/THREAD
EMBRO
STITCH/BODY
PRINT
CM
3.00
16.00
$ 117.35
TOTAL/DZN
COMMERCIAL COST
6,000
5%
5.87
$ 123.22
10.27
Page 44
ART NO
PARADISE
FABRICATION
GSM
CONSUMPTION
09
FAB
TOTL
PRICE
FAB
FABRICS+RIB
COST
FABRICS
100% COTTON
240
9.3
250
1.8
S/JERSEY
NECK RIB
1X1 LYCRA
$ 51.15
5.50
RIB
$ 12.60
7.00
$ 4.00
$ 0.20
$ 0.60
$ 0.45
SEAM
REVET LABEL
$ 0.96
RIVET
$ 0.50
$ 3.00
PRICE TAG
$ 0.20
BARCODE
$ 0.20
POLY
$ 1.20
CARTON
$ 1.20
GUMTAPE
$ 0.20
OTHERS
$ 0.20
S/THREAD
$ 0.61
EMBRO
$ 20.00
PRINT
$ 8.00
CM
$ 12.00
TOTAL/DZN
$ 117.27
5%
COMMERCIAL COST
$ 5.86
$ 123.14
$ 10.26
FABRIC
S/JERSEY
240 GSM
FRENCH TERRY
S/S TSHIRT
L/S T
6.45
10.46
Page 45
ART NO
IRON
FABRICATION
GSM
CONSUMPTION
FAB
TOTL
PRICE
FAB
FABRICS+RIB
COST
FABRICS
100% COTTON
240
3.8
S/JERSEY
NECK RIB
1X1 LYCRA
$ 19.00
5.00
250
1.20
3.40
0.25
0.60
0.45
FLAG LABEL
0.60
RIF 3 EMBROIDERY PATCH
3.00
RIF 6 WOVEN LABEL (AT BACK
3.00
PRICE TAG
0.20
BARCODE
0.20
POLY
1.20
CARTON
1.20
GUMTAPE
0.20
OTHERS
0.20
S/THREAD
0.61
RIB
0.2
$
6.00
LEFT SIDE SEAM
NECK)
EMBRO
STITCH/BODY
PRINT
110,000
$ 27.50
$
8.00
CM
$ 12.00
TOTAL/DZN
$ 82.81
COMMERCIAL COST
5%
4.14
$ 86.95
7.25
Page 46
ART NO
ISTITUZIONAL
FABRICATION
GSM
CONSUMPTION
08
100% COTTON
400
5.28
TOTL FAB
PRICE
COST
$
29.04
2.80
4.00
0.20
0.60
0.45
HEM LABEL
0.96
PATCH(YELL) ON R SLEEVE G/MELANGE
1.20
PATCH ON RIGHT SLEEVE
1.20
PATCH ON BACK BOTTOM
1.20
PRICE TAG
0.20
BARCODE
0.20
POLY
1.20
CARTON
1.20
GUMTAPE
0.20
OTHERS
0.20
S/THREAD
0.61
6.00
CM
12.00
TOTAL/DZN
63.46
3.17
66.64
5.55
FABRICS+RIB
FABRICS
FAB
S/JERSEY
NECK RIB
1X1 LYCRA
$
5.50
250
RIB
0.4
$
7.00
SEAM
EMBRO
PRINT
COMMERCIAL COST
5%
FABRIC 100% COTTON FRENCH TERRY
400 GSM
7.25
FABRICS 100% COTTON S/JERSEY
240 GSM
5.55
Page 47
ART NO
SIMPLEX
FABRICATION
GSM
CONSUMPTION
08
FAB
PRICE
TOTL
FAB
FABRICS+RIB
COST
FABRICS
100% COTTON
400
5.58
S/JERSEY
NECK RIB
1X1 LYCRA
$ 30.69
5.50
250
0.4
RIB
$ 2.80
7.00
$ 4.00
$ 0.20
$ 0.96
3 PRINTED CARE LABEL AT LEFT
$ 0.45
SIDE SEAM
HEM LABEL
$ 1.20
PVC PATCH AT RIGHT BACK
$ 4.80
BOTTOM
FLOCK PRINTED LOOP AT RIGHT
$ 4.00
SLEEVE CUFF
PRICE TAG
$ 0.20
BARCODE
$ 0.20
POLY
$ 1.20
CARTON
$ 1.20
GUMTAPE
$ 0.20
OTHERS
$ 0.20
S/THREAD
$ 0.61
EMBRO
10,000
PRINT
$ 3.50
$ 2.00
CM
$ 12.00
TOTAL/DZN
$ 70.41
COMMERCIAL COST
5%
$ 3.52
$ 73.93
$ 6.16
FABRIC 100% COTTON FRENCH TERRY L/S
400 GSM
$ 7.95
FABRICS 100% COTTON S/JERSEY L/S T
240 GSM
$ 6.20
Page 48
DRY
FABRICS+RIB
ART NO
FABRICATION
09
GSM
100% COTTON
FABRICS
S/JERSEY
400
NECK RIB
1X1 LYCRA RIB
250
CONSUMPTION
FAB
PRICE
$
3.8
5.50
$
0.2
7.00
TOTL
FAB
COST
$ 20.90
$ 1.40
$ 3.40
$ 0.20
HERRINGBONE TWILL TAPE AT
$ 0.60
BACK NECK
LEFT SIDE SEAM
$ 0.45
HEM LABEL
$ 1.20
METAL PATCH ON PVC AT

BACK NECK
$ 6.00
PRICE TAG
$ 0.20
BARCODE
$ 0.20
POLY
$ 1.20
CARTON
$ 1.20
GUMTAPE
$ 0.20
OTHERS
$ 0.20
S/THREAD
$ 0.61
EMBRO
10,000
PRINT
$ 6.00
$ 2.00
CM
$ 12.00
TOTAL/DZN
$ 57.96
COMMERCIAL COST
5%
$ 2.90
$ 60.86
$ 5.07
FABRIC 100% COTTON FRENCH TERRY L/S
400 GSM
$ 7.75
FABRICS 100% COTTON S/JERSEY S/S T
240 GSM
$ 5.25
Page 49
5.6.4 Order:
If costing is in satisfactory level than the buyer will send the order sheet to the factory and will
request to send sample of the ordered garments for approval. Here I present some copy of order
sheet
Supplier:
Shelltex International.
Mode of Delivery:
Boat
Time of Delivery:
End December
Style:
JACOBSON
Composition:
95% cotton 5% elastane
Wash:
Enzyme
Weight:
180/200 gsm
Shrinkage:
4% maximum
Label:
HOPE N LIFE
Price:
3.00 USD/PC CIF
Assortment:
XL
BODY / CONTRAST + BUTTONS + THICK PRINT / PRINT + CHAIN SEAM

WHITE / GREY MELANGE / LILAC
PINK / WHITE / CHOCO
BLACK / WHITE / PINK
TURQUOISE / WHITE / ANTHRACITE
Pieces/box:
24 pieces
Total pieces:
1008 pieces
Total box:
42 boxes
We wont accept not assorted boxes.
Page 50
MEASUREMENT IN CM
SIZES
XL
LENGTH
66
68
70
73
CM
CHEST WIDTH
46
48
50
54
CM
BOTTOM WIDTH
47
49
51
55
CM
SHOULDER TO SHOULDER
39
41
43
47
CM
ARM HOLE WIDTH
22
23
24
26
CM
SLEEVE LENGTH
15
16
17
19
CM
OPENING ARM WIDTH
15
16
17
19
CM
NECK WIDTH
20
21
22
23
CM
NECK LENGTH
CM
NECK DEPTH
CM
HEIGHT OPENING COLLAR
14
14
14
14
CM
WIDTH OPENING COLLAR
CM
Page 51
Comments:
- Make exactly as your sample except for following details to rectify:
- Dont iron the collar in order not crush it?
- Make normal sew on armhole not raw edge.
- Be careful to buttons on the opening collar, they are not straight on the middle tape.
- Cancel the front print & the back bottom print.
- Add this badge, put it on front & back shoulder at 2cm from the left shoulder seam & 1cm from
the armhole, and dont forget the silver nails 1cm diameter on this badge.
- Put the back print on front. Measures I gave you wasnt respected so make it as
foresee 37x15.5cm
Page 52
- Make a thicker print 37x6.4cm as you didnt make a patch.
- The print quality you have used is not good, I need a lighter print & with exact lettering
details, its not enough used.
- Make same used print 24x8cm than this picture
- Make same used print 15.3x3cm than this picture.
- Make same used print 16x1.8cm than this picture.
- This chain seam from the style DEMPSEY or the bottom seam from the sample
JACOBSON are good, use it for the seam around the collar & the cuff.
Page 53
Shades colours:
BODY
WHITE
optic
PINK
as the sample style LYLE
BLACK
reactive
TURQUOISE
as the sample style ARCHIBALD
CONTRAST + BUTTONS + PATCH

GREY MELANGE
as your swatch n O
WHITE
optic
WHITE
optic
WHITE
optic
PRINT + CHAIN SEAM

LILAC
as your swatch n B
CHOCO
18-1222 TP
PINK
ANTHRACITE
18-0601 TP
Printed main label colours:

- Make a half moon inside the back t-shirt & put the main label print on it.
BODY / PRINTED MAIN LABEL
WHITE / LILAC
PINK / CHOCO
Page 54
BLACK / PINK
TURQUOISE / ANTHRACITE
Supplier:
Mode of Delivery:
Time of Delivery:
SUNDRY TEX BANGLADESHLTD.

Boat
End December
Style:
Composition:
Wash:
Weight:
Shrinkage:
Label:
Price:
ARCHIBALD
Enzyme
180/200 gsm
4% maximum
HOPE N LIFE
3.00 USD/PC CIF
Assortment:
BODY / PRINT / PRINT + SEAM / SNAP BUTTONS

WHITE / LIGHT GREY / LIGHT PINK / SILVER 2
PINK / WHITE / TURQUOISE / SILVER
2
BLACK / TURQUOISE / ANIS / SILVER
1
GREY MELANGE / BLACK / PURPLE / SILVER 1
Pieces/box:
24 pieces
Total pieces:
1008 pieces
Total box:
42 boxes
XL
2
2
1
1
2
2
1
1
2
2
1
1
Page 55
MEASUREMENT IN CM
SIZES
XL
LENGTH
66
68
70
73
CM
CHEST WIDTH
46
48
50
54
CM
BOTTOM WIDTH
47
49
51
55
CM
39
41
43
47
CM
ARM HOLE WIDTH
22
23
24
26
CM
SLEEVE LENGTH
15
16
17
19
CM
OPENING ARM WIDTH
15
16
17
19
CM
NECK WIDTH
20
21
22
23
CM
NECK LENGTH
CM
NECK DEPTH
CM
18.5
18.5
18.5
18.5
CM
2.7
2.7
2.7
2.7
CM
Comments:
Page 56

- Dont iron the collar in order not crush it.
- Use silver snap buttons for the collar & the shoulders.
- It misses the silver nails 1cm diameter on this badge.
- I made a typing mistake for the collar tape, its 2.2cm height instead of 4cm height. And
be careful to the opening collar height & width + snap buttons position, the sample is not
in accordance with the below picture. So please rectify further to these below measures .
Page 57
Be careful to the print, on the sample the print dribble & the crown on top
has disappeared.
- The print 8 is upside-down on the sample; keep the same way than this picture.
Page 58
- This is chain embroidery, what you do is not.
Shades colours:
BODY
WHITE
PINK
BLACK
GREY MELANGE
optic
reactive
as your swatch n O
PRINT / PRINT + SEAM

LIGHT GREY
13-4105 TP
WHITE
optic
TURQUOISE
BLACK
reactive
PRINT / PRINT + SEAM
LIGHT PINK
12-2903 TP
TURQUOISE
ANIS
12-0524 TP
PURPLE
18-3520 TP

WHITE / LIGHT GREY
PINK / WHITE
BLACK / TURQUOISE
Page 59
GREY MELANGE / BLACK
Supplier:
Mode of Delivery:
Time of Delivery:

Boat
End December
Style:
Composition:
Wash:
Weight:
Shrinkage:
Label:
Price:
DEMPSEY
Enzyme
180/200 gsm
4% maximum
HOPE N LIFE
3.00 USD/PC CIF
Assortment:
XL
BODY + BOTTOM CHAIN SEAM / CONTRAST + BUTTONS + CHEST CHAIN

SEAM + SLEEVE BADGE / PRINT / FOIL PRINT
WHITE / GREY MELANGE / TURQUOISE / SILVER 2
2
2
2
PINK / WHITE / ANTHRACITE / SILVER
2
2
2
2
BLACK / LILAC / PLUM / SILVER
1
1
1
1
GREY MELANGE / TURQUOISE / BLACK / SILVER 1
1
1
1
Pieces/box:
24 pieces
Total pieces:
1008 pieces
Total box:
42 boxes
Page 60
MEASUREMENT IN CM
SIZES
XL
LENGTH
66
68
70
73
CM
CHEST WIDTH
46
48
50
54
CM
BOTTOM WIDTH
47
49
51
55
CM
39
41
43
47
CM
ARM HOLE WIDTH
22
23
24
26
CM
SLEEVE LENGTH
15
16
17
19
CM
OPENING ARM WIDTH
15
16
17
19
CM
NECK WIDTH
20
21
22
23
CM
NECK LENGTH
CM
NECK DEPTH
CM
18
18
18
18
CM
CM
Page 61
- Be careful to the print, on the sample the print dribble & you cut it because it misses a
part of this print.
Comments:
- Make a collar in jersey doubled not in rib like the style CURTIS.
- The buttons have to be in the same colour than the contrast.
- Use silver snap buttons for the collar & the shoulders.
- It misses the silver nails 1cm diameter on this badge. The background has to be in the same
colour than the contrast
- The print on back dribble on the t-shirt so make it lighter & we have to see it better, its
not enough used.
Page 62
Shades colours:
BODY + BOTTOM CHAIN SEAM
WHITE
optic
PINK
BLACK
reactive
GREY MELANGE
as your swatch n O
CONTRAST + BUTTONS + CHEST CHAIN SEAM + SLEEVE BADGE

GREY MELANGE
as your swatch n O
WHITE
optic
LILAC
as your swatch n B
TURQUOISE
PRINT
TURQUOISE
ANTHRACITE
PLUM
18-0601 TP
as your swatch n F
BLACK
reactive


WHITE / TURQUOISE
PINK / ANTHRACITE
BLACK / PLUM
GREY MELANGE / BLACK
Page 63
Supplier:
Mode of Delivery:
Boat
Time of Delivery:
End December
Style:
JOHANN
Composition:
Wash:
Enzyme
Weight:
180/200 gsm
Shrinkage:
4% maximum
Label:
HOPE N LIFE
Price:
3.00 USD/PC CIF
Assortment:
XL
XXL
BODY / CONTRAST + BUTTONS + EMBROIDERY + PRINT + BADGES / FOIL PRINT

WHITE / PINK / SILVER
PINK / TURQUOISE / SILVER
BLACK / GREY MELANGE + GREY / SILVER
LILAC / WHITE / SILVER
Pieces/box:
24 pieces
Total pieces:
1008 pieces
Total box:
42 boxes
Page 64
Comments:
- Piping only 0.2cm width.
- It misses the silver nails 1cm diameter on this badge. Lettering print in silver foil.
- It misses the pocket on chest
- The badge is good, make the letter B in silver foil.

Page 65
Shades colours:
BODY
WHITE
PINK
BLACK
LILAC
optic
reactive
as your swatch n B
CONTRAST + BUTTONS + EMBROIDERY + PRINT + BADGES

PINK
TURQUOISE
Comments:
- Same t-shirt base than the style LYLE.
- It misses this badge, put it on the back at 4cm from the bottom & 3cm from the right side body,
and dont forget the silver nails 1cm diameter on this badge.
Page 66
- The pocket measures are not good, I need these measures not more. Cancel the contrast
chain seam & the logo printed. Make as the 2nd below picture with one button on the
middle & same folded piece on the middle pocket but with ton to ton thin seam.
Page 67
Comments:
- Dont iron the collar in order not crush it?
- You forgot all the silver nails on front & back prints.
- We would like to add a piece fabric in contrast colour sewed on the opening collar tape as
below pictures.
Page 68
- Use the chain seam from the style DEMPSEY for this badge.
Comments:
- It misses the silver nails 1cm diameter on this badge. Lettering print in silver foil.
- This is the front badge you made
- This is the front badge I want now:

Cancel the big badge below
Cancel the embroidery on sides of the small badge
Page 69
Keep only chain seam in cross without the ends in square shape
Bright print ton to ton 3 shades darker than the body
- You forgot the nails 1cm diameter on shoulders between the chain seams. Make same
chain seam than the style DEMPSEY.
- Back print: patch same colour than the body

Seam patch in contrast colour
Bright print 3 shades darker than the body
Letter & silver foil print
Shades colours:
Page 70
BODY
WHITE
optic
PINK
BLACK
reactive
LILAC
as your swatch n B
PRINT (3 SHADES DARKER)

WHITE
3 shades darker than the body
PINK
BLACK
LILAC
SEAM
PLUM
as your swatch n F
KHAKI
as your swatch n M
PINK
ANTHRACITE
18-0601 TP

WHITE / SILVER
PINK / SILVER
BLACK / SILVER
LILAC / SILVER
Supplier:
Mode of Delivery:
Time of Delivery:
Style:
Composition:
Wash:
Weight:

Boat
End December
RANDAL
Enzyme
180/200 gsm
Page 71
Shrinkage:
Label:
Price:
4% maximum
HOPE N LIFE
3.00 USD/PC CIF
Assortment:
S
M
L
XL
XXL
BODY + POCKET / CONTRAST + BUTTONS + BADGES / SEAM + PRINT
WHITE / LILAC / CHOCO
1
2
2
1
1
PINK / TURQUOISE / WHITE
1
2
2
1
1
BLACK / TURQUOISE / GREY
1
1
1
1
1
GREY MELANGE / PINK / ANTHRACITE
1
1
1
1
1
Pieces/box:
24 pieces
Total pieces:
1008 pieces
Total box:
42 boxes
MEASUREMENT IN CM
SIZES
XL
XXL
LENGTH
66
68
70
73
75
CM
CHEST WIDTH
46
48
50
54
56
CM
BOTTOM WIDTH
47
49
51
55
57
CM
39
41
43
47
49
CM
ARM HOLE WIDTH
22
23
24
26
27
CM
SLEEVE LENGTH
15
16
17
19
20
CM
OPENING ARM WIDTH
15
16
17
19
20
CM
NECK WIDTH
20
21
22
23
24
CM
NECK LENGTH
CM
NECK DEPTH
CM
17
17
17
17
17
CM
CM
Page 72
Comments:
5.6.5 Dyeing program:

After receiving the order of program merchandiser at first prepare the color and size ratio of the
program and after that they prepare the knitting and ratio program. There some law for fabric
consumption that is important to identify the required quantity of fabrics.
LAW:
BODY LENGTH+SLEEVE LENGTH X CHEST X 2PART X .GSM % 1000= FABRIC FOR 1
PCS+ 15% FABRIC
Here I present a copy of dyeing program
Page 73
FABRIC TYPE : 100% COTTON FRANC TERRY 400 GSM WITH OUT BRUSH
& SINGLE JERSEY 240 GSM
S/L
1
STYLE
FABRIC TYPE
Colour
GSM
DIA/CM
QTY/KG
1X1LYCRA
Iron Cap
100%cotton terry fleece
White 11-0601tpx
400
58
30 kg
With Flat knit
Iron
100% cotton S/Jersey
White 11-0601tpx
240
58
15 kg
02 kg
Istycap 08
100% cotton terry fleece
Black 19-0303 tpx
400
58
30 kg
with tipping
Dry 08
100% coton S/Jersey
Black 19-0303 tpx
240
58
15 kg
02 kg
Istituzionale 08
Black 19-0303 tpx
240
58
15 kg
03 kg
Arvid
100% cotton terry fleece
Black 19-0303 tpx
400
58
25 kg
04 kg
Simplex 08
Black 19-0303 tpx
240
58
15 kg
04 kg
Merchandiser
G.M knitting
Ltd
After knitting program we send 1x1m fabric to the buyer for the approval of color and shade of
the fabric. If the fabric matched with the requirement than we use the fabric for production
purpose.
5.6.6 Cutting:
After the fabric arrive in the factory then we send the fabric along with the measurement sheet to
the cutting section. In cutting section cutting master cut the fabric according the measurement &
sends it to printing section or embroidery section if necessary.
5.6.7 Printing:
In printing section print master at first develop the design of the print and make frame according
the print. Before printing print master send a printing sample to the merchandiser. Merchandiser
mach the print with the requirement and color Pantone if matched than he give permission to
print the fabric. Here I present a copy of printing requirement.
Page 74
5.6.8 Embroidery:
When printing finished then print master send the fabric to th embroidery section if necessary. In
embroidery section embroidery designer make the design of embroidery and set stitches for that
design here I present some copy of embroidery design.
Embroidery patch
Page 75
Embroidery design
5.6.9 Sewing Thread:

Thread may be contrast or in same color it must be matched with requirement. Store manages the
sewing thread and the merchandiser approves the color and quality.
5.6.10 Sewing:
After embroidery of fabric
in charge of the section send the Fabric to the sewing section in
sewing section we send some of the accessories which need to be attached with the garment.
Sewing section in charge and production manager observes the sewing process and keep them
update with comments from the measurement. (Here by comments I mean the correction of order
sheet and approval from buyers
5.6.11 Finishing:
After sewing the RMG goes to finishing sector for attachment of other accessories, folding,
packing, here we aid them with folding and packing approval from buyers. Here I present some
list of accessories
Page 76
5.7 PRODUCTION ACCESSORIES

- Hang tag:
6x10cm
Paper thickness 500gsm
Background white colour
Attached with orchid satin lace & a silver pin
FRONT SIDE
Background draw orchid 17-3628 TP
Page 77
Outline + lettering in bright silver foil
After attachment of all accessories and packing the finishing section pack the garments in
required carton in proper ratio and put the level of buyer address and the factory address
on the carton. After Buying Quality Controller come in inspection to if the product meet
their requirement. Then they send theses carton in our store house before shipment date
5.7.1 Cargo booking:

Cargo booking is another impotent responsibility of merchandiser there is a law of cargo
booking.
After booking of cargo we send RMG to port and there Buyer runs an inspection where the
product is ok or not if products ok then the commercial merchandiser take the shipment document
after customer clearance and submit the document to exporter bank and receive the LC money
Page 78
Page 79
Page 80
Page 81
Page 82
Page 83
Page 84
Page 85
Page 86
Page 87
Page 88
Page 89
Page 90
Page 91
Page 92
Chapter 6
Assessment of
Internship
Page 93
6.1 Learning through my tasks (Job Responsibility):
As Business Promotional Officer I face the following responsibility:
- Communicate with new and existing buyers to expand the business even farther in national and
in international areana.
- From an inquiry, all information is gathered (measurement, Which fabric, color, what type of
print, quantity, packaging, FOB or CIF etc) to provide a good price.
- If price is o.k.; Then making & sending of sample to buyer for approval of style, print (if any),
GSM, fabric, measurement & if there is any rectification to be made, I must done it accordingly.
- After approval + fixing a delivery date, order is placed to the nominated factory. Fabric
conjunction information
- Forwarding master sample + accessories + PO to factory.
- With the help of QC, whole production status is being send to buyer through mail + phone.
-Daily production discussion with QC + keeping in touch with factory production in charge.
-Prepare weekly reports, monthly reports, master summary; incoming accessories inventory
report to be sent to buyer for a better follow up of production in here + for a good understanding
& correspondence system.
-Always being a source of information for a prompt reply for buyer queries through phone or by
mail. During buyer visit in Bangladesh, all discussion, claims (if any) queries concerning
production inspection or any production problem should be solved here itself.
- Maintain liaison with the shipping Lines & forwarder.
-For delivery, vessel is booked from the nominated shipping line.
-Preparing I/C based on inspected garments for shipment. Scrutinizing Export & Import
documents. After delivery, buyer is provided the original documents through courier.
Page 94
6.2Comparison between textual work in school and in internship:

The text books that I have learn trough out my education life had helped me a lot in the practical
work life of internship. This has created a base for me, depending on which I have worked and
learned various job related problems and managed to find solutions for those problems.
When I worked in accounting department the accounting related knowledge that I have
learn in various courses has helped me such as Financial Accounting, Accounting
Theory, Advanced Accounting, Auditing etc.
When I worked in production department and worked on production of various products

the knowledge I gained from Cost Accounting, Strategic Management Accounting helped
me.
When I worked as Business promotional officer my main job responsibility was to

communicate with new and existing buyers from both inside and outside national
boundaries.
To understand the nature and complication of government regulations on the business and
the law by which it is controlled the course Business Law helped me a lot.
Page 95
Chapter 7
Finding & Analysis
Page 96
Findings
7.1.1 Readymade garments market of Bangladesh
Bangladesh now exports garments to about 25 countries around the world, the USA is the single
largest importer of its RMG products, amounting to 43 percent of total garment exports.
Bangladesh is the sixth-largest supplier of apparel in the US market. Considering the European
Union as a single market, the USA then becomes the second largest. Over the past few years,
Bangladeshs RMG exports to the EU have expanded rapidly, with the EU currently importing
about 52 percent of Bangladeshs total garment products. The inter-temporal evidence of the
narrow market base of Bangladesh RMG exports in the 1990s is provided by the concentration of
exports to the US and EU market. While the export share to the USA has witnessed an annual
average rate of decline of 1.5 percentage points, however, the corresponding share to the EU has
experienced an annual growth rate of 1.6 percentage points. Thus, the increment in the EU share
has simply replaced the declining share in the USA market, which suggests that, instead of
diversification, Bangladeshs export market has remained concentrated over the past decade. The
combined market share of the USA and the EU has thus increased from 95.5 percent to 95.6
percent between 1991-92 and 1998-99. Bangladesh so far has been unable to gain access to
ASEAN or Indian markets, although it imports a huge quantity of fabrics and yarn from these
countries. Similarly, although it imports about 95 percent of its total garment machinery from
Japan, its market share of apparel export to Japan is a mere 0.1 percent.16 Bangladeshs inability
to gain access to these large markets in turn suggests that the country has yet to establish its
claims, as advocated by the WTO, to the principles of reciprocity and market access. The North
American quota system and GSP facilities afforded by the EU have contributed to the
undiversified RMG export market in Bangladesh; in that entrepreneurs have focused on taking
advantage of these special opportunities. Thus, the entire national clothing export business will
be endangered by the year 2008, when the MFA is eliminated and GSP schemes may cease to
operate. The country must thus make immediate and vigorous attempts to diversify its export
markets.
Page 97
7.1.2Why buyers come here:

The principal static comparative advantage that Bangladesh enjoys over potential competitors is
its cheap labour force. The wage level in the RMG industry is low both for males and females,
compared with workers in a similar category in other sectors. For instance, a comparison on the
basis of wage data provided by Bangladesh Bureau of Statistics8 shows that the average monthly
wage of skilled RMG factory workers is 1.4 to 2 times lower than that of similar factory workers
in the textile and other sectors.
Table : Labor costs in selected countries (in US $/hour)

Countries
Bangladesh
India
Pakistan
Sri Lanka
China
Indonesia
Thailand
Italy
UK
US
1991
NA
0.25
0.24
0.39
0.24
0.18
0.59
13.5
7.99
6.77
1993
0.16
0.27
0.27
0.35
0.25
0.28
0.71
NA
NA
NA
Sources: Moore 1997, Table 2; Ramaswamy and Gereffi 1998, 123 as quoted in M. Vijayabaskar,
Productivity, Competitiveness and Job Quality in Garment Industry in India, a discussion
paper prepared for the Sub-regional Meeting on Productivity, Competitiveness and Job Quality
in Garment Industry in South Asia, Kathmandu 25-26 September 2001.
Page 98
Table : Unit price realization of selected garment exports (in US $/piece)

SITC Product Bangladesh India
description
Mens woven wear
8414 Trousers
4.21
84151 Cotton shirts 4.82
84159 Shirts (others) 4.17
Mens knit wear
84324 Trousers
3.17
84371 Cotton shirts 2.97
84379 Shirts (others) 3.45
Womens woven wear
8425 Trousers, breeches
3.47
8426 Blouses, shirt-blouse
4.55
8427 Skirts
3.28
Womens knit wear
8425 Skirts
0.00
8426 Trousers, breeches
2.59
Pakistan
Sri Lanka
China
Thailand
3.91
5.59
6.16
3.67
3.74
2.89
6.44
6.15
5.72
5.74
4.02
5.28
6.35
7.51
4.85
2.80
4.53
4.62
3.21
4.06
3.81
3.90
7.44
6.08
2.04
5.49
8.14
3.29
7.48
3.34
4.77
4.04
5.39
7.53
6.05
4.22
3.94
3.67
3.14
5.87
5.69
5.85
6.77
7.13
7.04
2.92
5.68
4.85
3.13
4.41
3.74
2.90
4.82
6.78
4.54
Source: Globalization and the Apparel Industry of Pakistan, a discussion paper prepared by Asir
Manjur for SMEDA
(Small and Medium enterprise Development Authority) for the Sub-regional Meeting on Productivity,
Competitiveness and
Job Quality in Garment Industry in South Asia, Katmandu 25-26 September 2001.
7.1.3 Merchandising in garments factory in Bangladesh

There is two type of merchandising in Garment Company:
o Commercial
o Official
Commercial
They manage the export related document and ensure that the buyer LC is accurate. After
production they also manage the document of shipment.
Page 99
Official
They manage the production process and see whether the product is produced regarding
the requirement of the buyer and delivery the produced good within the shipment date. I
am an official business promotional officer of Shelltex International.
7.1.4 Problems and Barriers of RMG merchandising - supplier

Industry of Bangladesh:
The problems and barriers that are hindering the growth of export oriented Buying House
industry are classified under the following major functional areas:
Human resource development
Infrastructure.
Marketing
Human Resource Problems of Buying House:

Unskilled Employee:
Most of the employees are not enough skilled to perform their job. In the there are some post
such as quality controller, design maker, merchandiser that require technical skill to be
performed but as the employees do not have any institutional training they lack such technical
skill. On1y way they can learn is through on the job training. Convincing foreign buyers and
establishing long term relationship with them is one of the most important tasks. To perform this
job employees need proper language and communication skill. 13ut in our country as the
education medium is Bengali and there is less opportunity to learn other foreign languages
therefore employees lack communication skill to convince and establish long-term relationship
with foreign Buyer.
No training Institution:
There are no such courses designed in any of the public or private educational institutions of our
country which can give employees training specifically to perform their job. As a result people
usually coming to this field are from different background. They are usually unskilled and
inexperienced. Fleeting tendency of Employees has a very high tendency to switch their jobs.
Page 100
This may be because of their poor salary structure and no service benefit. As a result whenever
they find any better offer they try to switch they exist one.
Lack of career development:

Employees involved with this industry have fewer chances for career development because of
small structure of the industry. As a result less people are interested to come to this field.
Dictatorship of employer:
Employers are usually autocratic with their subordinate employees as a result of which
employees are often demotivated to work. They feline they are always under pressure.
No Trade Union:
As the employees of this industry do not have any union to support their claims, the employers
always neglect their demands.
Infrastructural problem:
No vision:
RMG industry is in its growth industry but this growth is a result of so caned blessing of quota
system but not the achievement of their efficiency. Even the constituents of this industry buying
houses have never been shown any vision of prospect, both in their attitude and actions. This is
the warming of undesired maturity for this industry. Even though they are aware about the
guillotine of year 2008, but it seems that they are ready to dye out.
Insufficient and Poor Backward linkage:

Threat, button, cartoon, backboard these are treated as accessory of garments product. Industries
of these products are treated as backward linkage industry of garment exports. Most of the times
supply these accessories to garment manufacturers. But due to insufficient number of factories,
they face diff1culties to supply these accessories on time. The quality of these accessory most of
the time do not matches, as it demanded due to their inefficiency and ineffectiveness in
Page 101
production. Majority people involved in this sector are illiterate. As a result of which they are not
concerned of the consequence of the late delivery as well as poor quality.
Rules and Regulations:

There are also no written rules and regulation for operating this industry. As a result, people
involved in this industry operating their business according to their willingness.
Marketing problem of Buying House Industry:

Short Shipment:
This means delivering goods with inappropriate quantity. This is a very common problem for all
working in this sector. Garment manufacturers of our country are the victim of many natural
contingences including strike, hartal or political instability: So a result they often fail to finish
their on time which result short shipment. Due to this short shipment respective buyer become
dissatisfied with the Buying House and as a result all parties involved suffer loss.
Poor product quality of supplier:

Another important problem is the poor quality of its supplier (garment manufacturer). Desired
quality is the first condition of the foreign. Garment manufacturers due to their unskilled worker
cannot produce the product with expected quality. As a result buyers reject the product.
Improper document:
At the time of releasing goods from the port, a buyer needs to show
Some documents such as to prove his authentication. These documents are sending to buyer from
buying house or the respective supplier. However, sometimes due to lack of experience or
knowledge they sometimes fail to send appropriate documents for which the buyer cannot
discharge his goods from the port. As a result the buyer becomes dissatisfied.
Document Delay:
Besides improper document, sometimes the supplier or buying house fails to send documents on
time. Without proper document the foreign buyer cannot discharge goods from the ship. This
problem is very irritating to buyer as the product has arrived at the port but due to unavailability
Page 102
of proper document he is unable to discharge goods from the port. For this reason sometimes the
suppliers has to break relationship with its buyers.
Commission Recover Problem:

This problem mainly occurs due to unethical practices of few people. Normally, the amount of
the commission is specifically written at the back of letter of credit. So, nobody can deny paying
the house. However sometimes due to ill intention of the people of bank of the merchandiser
faces difficulties to receive its commission.
Page 103
Analysis
7.2.1.1 Ratio Analysis
Profitability ratio (2009)
1. ROA=return on assets= NI /ATA

= net income/ average total assets
=tk.629,767.50/ tk.6,604557.19
=0.9535%
2. PM=profit margin=NI /OI

= net income/ operating income
=tk. 629,767.50/ tk.53,869,537.50
= 0.01169%
Page 104
Efficiency ratios
3. OEA=operating expense to assets=OE/ATA
=operating expenses/ average total assets
=tk.5,253,925/tk. 6,604,557.19
= 0.7954%
4. OER=operating expenses to revenue
=OE/OI=operating expenses/ operating income (revenue)
=tk. 5,253925/tk. 53,869,537.50
=0.0975%
Liquidity ratio = Current Assets / current Liabilities
=tk.6,144,724.19/tk. 4,450289
=1.38%
Page 105
Profitability ratios (2008)
1. ROA=return on assets= NI /ATA

= net income/ average total assets
=tk.524,500.69/ tk. 2,905200.69
= 0.1808%
2. PM=profit margin=NI /OI

= net income/ operating income
=tk. 524,500.69/ tk.33,869,537.50
=0.0154%
Efficiency ratio
3. OEA=operating expense to assets=OE/ATA
=operating expenses/ average total assets
=tk.3,380,820 /tk. 2,905200.69
=1.1637 %
Page 106
4. OER=operating expenses to revenue

=OE/OI=operating expenses/ operating income (revenue)
=tk. 3,380,820 /tk. 33,869,537.50
=0.0998%
Liquidity ratio
= Current Assets / current Liabilities

=tk.2,454,300.69/tk. 1,130,700
=2.17%
Comparison (2008 -2009)
Ratios
year
2008
Year
2009
ROA(Return
on assets)
0.9535%
0.1808%
PM (Profit
Margin)
0.01169%
0.0154%
OEA(operating expense
to assets)
OER(operating
expenses to revenue )
0.7954%
1.1637 %
0.0975%
0.0998%
1.38%
2.17%
L,R (Liquidity ratio)
Page 107
Graphical Representation of Ratios (2008 -2009)

Here,
ROA=Return on assets
PM= Profit Margin
OEA=operating expense to assets
OER=operating expenses to revenue
L.R=Liquidity ratio
Production Department
Although Shelltex International is a merchandising concern but it also have its own production
about few of its products, such as Label, Printed label, Hangtag, Care label. The Sales
department handles the products that other manufacturers produce on behalf of us according to
our customer specification.
Below I have analyzed data of last five years of production department.
Units produced
Products
Label
Printed label
Hangtag
Care label
Year-2005
100,000
110,000
90,000
100,000
Year-2006
150,000
150,000
120,000
150,000
Year-2007
200,000
200,000
150,000
180,000
Year-2008
230,000
250,000
200,000
220,000
Year-2009
300,000
280,000
300,000
310,000
Page 108
Expenses
Products
Label
Printed label
Hangtag
Care label
Year-2005
Tk. 50,000
Tk. 70,000
Tk. 30,000
Tk. 30,000
Year-2006
Tk. 80,000
Tk. 80,000
Tk. 50,000
Tk. 95,000
Year-2007
Tk. 100,000
Tk. 98,000
Tk. 100,000
Tk. 100,000
Year-2008
Tk. 110,000
Tk. 100,000
Tk. 120,000
Tk. 130,000
Year-2009
Tk. 180,000
Tk. 120,000
Tk. 200,000
Tk. 210,000
Page 109
Revenue
Products
Label
Printed label
Hangtag
Care label
Year-2005
Tk. 200,000
Tk. 210,000
Tk. 150,000
Tk. 200,000
Year-2006
Tk. 250,000
Tk. 250,000
Tk. 220,000
Tk. 250,000
Year-2007
Tk. 300,000
Tk. 400,000
Tk. 250,000
Tk. 280,000
Year-2008
Tk. 430,000
Tk. 450,000
Tk. 400,000
Tk. 420,000
Year-2009
Tk. 600,000
Tk. 480,000
Tk. 600,000
Tk. 610,000
Page 110
7.2.2 The BCG matrix

The BCG matrix (Boston Consulting Group analysis) is a chart that had been created by Bruce
Henderson for the Boston Consulting Group in 1968 to help corporations with analyzing their
business units or product lines. This helps the company allocate resources and is used as an
analytical tool in brand marketing, product management, strategic management, and portfolio
analysis.
The BCG matrix is used to rank the business units (or products) on the basis of their relative
market shares and growth rates.
Cash cows
Cash cows are units with high market share in a slow-growing industry. These units typically
generate cash in excess of the amount of cash needed to maintain the business. They are regarded
as staid and boring, in a "mature" market, and every corporation would be thrilled to own as
many as possible. They are to be "milked" continuously with as little investment as possible,
since such investment would be wasted in an industry with low growth.
Dogs
Dogs, or more charitably called pets, are units with low market share in a mature, slow-growing
industry. These units typically "break even", generating barely enough cash to maintain the
business's market share. Though owning a break-even unit provides the social benefit of
providing jobs and possible synergies that assist other business units, from an accounting point
of view such a unit is worthless, not generating cash for the company. They depress a profitable
company's return on assets ratio, used by many investors to judge how well a company is being
managed. Dogs, it is thought, should be sold off.
Page 111
Question marks
Question marks (also known as problem child) are growing rapidly and thus consume large
amounts of cash, but because they have low market shares they do not generate much cash. The
result is a large net cash consumption. A question mark has the potential to gain market share
and become a star, and eventually a cash cow when the market growth slows. If the question
mark does not succeed in becoming the market leader, then after perhaps years of cash
consumption it will degenerate into a dog when the market growth declines. Question marks
must be analyzed carefully in order to determine whether they are worth the investment required
to grow market share.
Stars
Stars are units with a high market share in a fast-growing industry. The hope is that stars become
the next cash cows. Sustaining the business unit's market leadership may require extra cash, but
this is worthwhile if that's what it takes for the unit to remain a leader. When growth slows, stars
become cash cows if they have been able to maintain their category leadership, or they move
from brief stardom to dogdom.
Merchandising business in our country is in stars category compare to most of the countries of
the world and it has huge possibility to be the cash cow. The company I have worked in Shelltex
International will also fall in stars compare to other merchandising companies of our country.
7.2.3 SWOT Analysis

SWOT Analysis of Merchandising Business
SWOT Analysis is a strategic planning method used to evaluate the Strengths, Weaknesses,
Opportunities, and Threats involved in a project or in a business venture. It involves specifying
the objective of the business venture or project and identifying the internal and external factors
that are favorable and unfavorable.
Page 112
Strengths: attributes of the person or company that are helpful to achieving the objective.
Weaknesses: attributes of the person or company that are harmful to achieving the objective.
Opportunities: external conditions that are helpful to achieving the objective.
Threats: external conditions which could do damage to the objective.
The Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis described in the
following tables:-
Table: SWOT Analysis Merchendising Business in Bnagladesh
Sound profitability and growth with good capital generation.

Large client base.
Experienced and efficient management team and human
resource.
Quaity products and services.
S
T
R
E
N
G
T
H
S
Energy at low price .

Rreputation and goodwill of bangladeshi business personal.
Easily accessible infrastructure like sea road, railroad, river
and air communication.
FDI is legally permitted.
Moderately open Economy, particularly in the Export
Promotion Zones.
Bangladesh is a member of Multilateral Investment Guarantee
Agency (MIGA) under which protection and safety measures
are available.
Investment
assured
under
Foreign
Private
Investment
(Promotion and Protection) Act, 1980 which secures all foreign

investments in Bangladesh
Excellent Tele-communications network of E-mail, Internet,
Fax, ISD, NWD & Cellular services
Weakness of currency against dollar and the condition will
persist to help exporters.
Page 113
Convenience of duty free custom bonded w/house.

Readiness of new units to enhance systems and create
infrastructure accordant with product growth and fast reactions
to circumstances.
Market share is not at satisfactory level.

Lack of marketing tactics
The country is deficient in creativity
Absence of easily on-hand middle management
A small number of manufacturing methods
W
E
A
K
N
E
S
S
E
S
Low acquiescence: there is an international pressure group to

compel the local producers and the government to implement
social acquiescence.
The machinery required to assess add on a garment or increase
competence are missing in most industries.
Lack of training organizations for workers, supervisors and
managers.
Autocratic approach of nearly all the investors.
Fewer process units for textiles and garments.
Incompetent ports, entry/exit complicated and loading/unloading
takes much time.
Speed money culture.
Time-consuming custom clearance.
Unreliable
dependability
regarding
Delivery/Product
knowledge.
Communication gap created by incomplete knowledge of
English.
Subject to natural calamities.
Political usability in Bangladesh.
Frequent hortals and blockades.
Page 114
There are a ever expanding market worldwide.

EU is willing to establish industry in a big way as an option to
O
P
P
O
R
T
U
N
I
T
I
E
S
T
H
R
E
A
T
S
china.
Bangladesh is included in the Least Developed Countries with
which US is committed to enhance export trade.
Skilled technicians are available thanks to various training
institutes.
Governments policy of encouraging heavy inflow of foreign
investment.
Regulatory environment favoring private sector development.
Increasing trend in international business.
Increased competition for market share in the industry.

The exporters have to prepare themselves to harvest the
advantages offered by the opportunities.
We have to compete with the competitors of first world
countries who have access to advanced technologies.
Market pressure for lowering product rate.
National and global political unrest.
Page 115
Table: SWOT Analysis Shelltex International
S
T
R
E
N
G
T
H
S
W
E
A
K
N
E
S
S
E
S
O
P
P
O
R
T
U
N
I
T
I
E
S
Highly experienced employees.

Good number of existing local and foreign buyers.
Dedicated employee base.
Have good reputation among buyers for the quality of their
product.
Have good reputation among buyers for on time delivery.
Business friendly government.
Strong communication to communicate with buyers.
Small size of the company.

Cpital of the company is not big enough compare to to the lage
competitors in the market.
No treaning facility of its own to train its employees.
Highly adoptable compare to business rivals.

Number of potential buyers are increasing specially the
overseas buyers.
BESIC and EPZ are creating new business opportunity almost
in weekly basis.
Easy bank lone opportunity.
Page 116
T
H
R
E
A
T
S
Number of new copetitors are increasing.
Increased competition for market share.
Table: SWOT Analysis of Production Department
S
T
R
E
N
G
T
H
S
Well trained machine operators and helpers.

New machines.
Good management of resources by the management team
involve in production.
Production units are located at prime location so that products
are distributed in least amount of time.
Compare to other departments the production department are
most experienced.
W
E
A
K
N
E
S
S
E
S
Limited resources.
Machines are not uptodate.
Not sufficent number of employees.
All of the employeees are not well trained.
Page 117
O
P
P
O
R
T
U
N
I
T
I
E
S
T
H
R
E
A
T
S
This department has the have the opportunity to be the

backbone of the company.
Have the opportunity to expand as there are plans for acquiring
new machine for this department.
There will be also a small training facility for the employees of
production department soon.
Frequent power shortages interrupts the production.

Using alternate power source such as generators are costly.
All employees are not dedicated enough.
Turnover rate in production is comparatively high then other
departments.
Page 118
Chapter 8
Recommendation &
Conclusion
Page 119
8.0 Recommendation
Due to low labor productivity Bangladesh is competitive, with low value and thus lowpriced items, at the lower end of the RMG market. RMG production is concentrated in a
relatively limited range of products such as shirts, T-shirts, trousers, and shorts. To be
internationally competitive, Bangladesh needs to expand its product range and should
begin producing fashion-wear and higher value-added items. Product diversification is
essential to meet the challenges of the world.
Establishment of backward linkages, especially the domestic production of yarn, can
reduce the cost of production. The current gap in demand and domestic production, met
through imports, is estimated to be 480 million kg for yarn, and 2,300 million meter for
fabrics. The country could thus save considerable foreign exchange by increasing
domestic production of yarn and fabric. Production costs would also be reduced, since the
RMG manufacturers would not have to buy fabrics at international prices that are not
necessarily competitive.
RMG industry in Bangladesh is the slow rate of increase in productivity, and the gap that
exists between this country and other competitors in this regard. There is also scope for
capacity building in different types of skills and processes
A considerable gap also exists in knowledge about trade and investment flows. This is
understandable, given that most entrepreneur interactions are with buyers who merely
specify their product needs, provide the designs, etc. The emerging global environment,
however, calls for more strategic action with regard to major competitors.
Introduction of functional English courses for managerial and supervisory staff and greater
attention to on-the-job training, with appropriate incentives such as tax rebates.
Encouragement for relocation of factories outside main urban areas, with serviced plots
being made available and adequate supervision to ensure that factories are functionally
designed.
After recruitment of employee, they should provided with three to six month training to
learn the technical work to perform the technical job.
The company should provide money to its employee to develop' communication skill in
particular language in order to communicate with foreign buyers.
Page 120
Instead of full autocracy or democracy, the employers of buying house should show
lenient view in all aspects so that they get motivated to work.
Employee pay structure should be consistent with the employee . work pressure, in order
to stop their tendency to switch job.
Company should introduce service bonus or service benefit in order to encourage and
motivate their employee.
Having no visions of prospects the garments industry in our country is bound to suffer
from the worst deterioration with their withdrawal of quota system. So the only remedy
to develop this scenario is to strengthen their infrastructure through combined effort of
both government and non-government for proper support and facilities.
Encourage people to develop industry such as threat, button, interlining and other packing
materials treated as backward linkage industry of garment export by make short term or
long term contract of taking goods so that buying house do not have to import those at
higher price or the local supply can the fulfill the required demand of the industry.
Government of our country should also provide incentives to develop backward linkage
industry of RMG export, for the smooth supply of accessories by buying house to
garment factories.
Company owned accessory supplier can also the developed to maintain quality or on time
delivery.
Maintaining product quality is very important. To maintain appropriate quality, buying
house should take necessary steps such as training course for their quality controller or
inspector etc.
For improper document or document delay buyers cannot receive his product from the ship
in his country for which relationship between he and buying house may break up. So
buying house should be always careful in preparing right documents. They also should
send documents at right time.
The total industry should keep in mind that they need a truly international outlook for
exporting to attract buyers as well as long-term commitment with both of their buyers and
Page 121
suppliers.
The total industry must achieve an international reputation for quality to challenge the
quota free environment.
Company should ensure that they have all the resources.
Company should start marketing through trade fair.
Company should start marketing through internet.
Requirement of obtaining approval from Bangladesh Bank for creating Forced/Demand
loan by the lien banks should be withdrawn.
The liability of any L/C should also not be considered as default loans.
Bangladesh/bank should provide the lien banks with adequate funds for necessary
payment of cash incentives to our exporters without delay.
Negotiation Bank should be authorized to take into consideration for deciding upon
discount unto 20%.
Condition for obtaining approval for discount from the Bangladesh Bank should be
relaxed.
From the date of document negotiation, forty-five days should be allowed for fund
remittance. Overdue interest should not be charged in the event if remittance is delayed.
All private sector commercial banks should immediately cease charging L/C Acceptance
charges like the nationalized Banks of the country.
submitting statement by the commercial banks to the NBR should be waived.
To strengthen the security in cargo shade of Airport forming and to take necessary steps
to exporting through air.
To waive the high royalty rates at specific times of the tear so that the emergency import
of raw material and export of readymade garment could remain steady.
To reduce Communication gap created by incomplete knowledge of English.
Need to right time make decision.
Workers should have awareness about the quality of product.
Page 122
8.2 Conclusion
Garment industry is controlled by the transfer of production. The globalization of garment
production started earlier and has expanded more than that of any other factory. The global
economy is now controlled by the transfer of production where firms of developed countries
swing their attention to developing countries. The garment industry of Bangladesh has been the
key export division and a main source of foreign exchange for the last 35 years. Many people
have earned their livelihood through this industry. Their may be gender discrimination, low wage
level exist in the garments industry, but still, they supply employment for all of theses people
who come here to live. The Ready Made Garment industry in Bangladesh is made up of 3,486
manufacturers and accounts for 76% of total foreign exchange earnings. It employs about
180,000 managers and 1.5 Million workers, of whom 1.2 Million are women. In Bangladesh, the
RMG industry has emerged as a major economic sector and has had its impact on the financial
services sector, communications, transportation, and on other related industries. The RMG
industry has had a major social impact. It has empowered 1.2 million women with employment
and economic independence, which in turn has earned for Bangladesh recognition as a modern
and enlightened society. The surface-level competitive performance of the Bangladesh RMG
industry is rather good, as indicated by quantitative expansions of its exports to major
international markets over the time period. Moreover, the industry has already initiated the
process of enhancing its deep-level competitive performance. For example, the Bangladesh
RMG industry has achieved some product diversification in both the United States and the
European Union as a garment supplier. Recently, the industry has achieved some upgrading of its
products in the European Union, but this has not occurred to a significant extent in the United
States. Some important areas which require more attention to sustain and enhance deep-level
competitiveness of the industry are reduction in production and distribution time, expansion of
linkages, compliance with code of conduct of buyers and changes in product/market
composition. The Government of Bangladesh should also provide more active policy support.
Figure 5 illustrates a simple competitiveness enhancement model for the Bangladesh RMG
industry. The most urgent and important task for the Bangladesh RMG industry is shortening the
lead time; otherwise, international buyers may divert their attention towards other suppliers for
the importation of garment products in the current quota-free business environment. The best
option for Bangladesh is to improve its deep-level competitiveness by reducing total production
Page 123
and distribution time, which will improve surface-level competitiveness by reducing lead time.
An important precondition for implementing that strategy is the existence of a strong domestic
textile industry. Bangladesh faces significant constraints in this regard and hence it is not
possible to establish strong backward linkages overnight. Therefore, to retain competitiveness in
the global market, Bangladesh has to think of other alternatives. The establishment of common
bonded warehouses in the private sector for storing raw materials for use in export-oriented
garment factories under some special incentives, such as duty-free imports, could play a
significant role in reducing lead time. Such a policy runs the risk of delaying the initiatives that
are necessary in order to strengthen deep-level competitiveness. However, globalization is
putting pressure on the country to accept that risk. The establishment of common bonded
warehouses and the expansion of backward linkages are two options for the Bangladesh RMG
industry. While the establishment of common bonded warehouses will improve only surfacelevel competitiveness, the latter will improve both surface and deep-level competitiveness. A
good balance between these options will sustain and enhance Bangladeshs position in the world
market, and at the same time upgrade the countrys current status of being only an assembler so
that it could become a full-package supplier of garment products. Second, Bangladesh needs to
concentrate on improving the working environment in factories and address other social issues
related to the garment industry. The RMG firms in Bangladesh have been facing immense
pressures from international buyers for compliance with their codes of conduct. In contrast, the
big buyers are interested in continuing and expanding their business with Bangladesh if shorter
lead time and compliance standards can be met. Therefore, Bangladesh should address these two
issues very carefully and immediately, which are the least conditions necessary to survive the
competition.
Page 124
Reference
1. Ahammed, Faisal. (2007). Export Import Management. 10-13,18,19.
2. Aaker, David A. (2001). Strategic Market Management, 6th Ed.,62.
3. Daniels, Jhon D. and Radebaugh,Lee H. and Sullivan, Daniel P. (2004). International
Business 10th Ed.153.
4. ESCAP (2000), Development through Globalization and Partnership in the Twenty-First
Century: AnAsia-Pacific Perspective for Integrating Developing Countries and
Economies in Transitioninto the International Trading System on a Fair and Equitable
Basis, ESCAP, United Nations,
5. New York. World Bank (1997), South Asias Integration into the World Economy
(prepared by Pigato Miria et.al.), The IBRD/ World Bank, Washington, D.C.
6. * The paper was prepared under the UNDP Dhaka funded Globalization SPPD and is
being published by the ILO as a part of the Globalization Report titled, Bangladesh:
Economic and Social Challenges of Globalization, University Press Ltd., Dhaka (200
7. http://EzineArticles.com/?expert=Gaurav_Doshi
8. www.fibre2fashion.com/industry-article
9. www.bdyellowbook.com/catalog/Garments___Accessories/
10. www.bdtradeinfo.com/yellowpages/des_data.asp?page=3&subcategory_id=420 - 115k
11. www.cpd-bangladesh.org
12. http://www.bangladeshgarments.info/bift/background_BIFT.htm
Page 125

Merchandising Role in Garment Factory

Încărcat de

Informații document

Titlu original

Drepturi de autor

Formate disponibile

Partajați acest document

Partajați sau inserați document

Opțiuni de partajare

Vi se pare util acest document?

Este necorespunzător acest conținut?

Drepturi de autor:

Formate disponibile

Merchandising Role in Garment Factory

Încărcat de

Drepturi de autor:

Formate disponibile

Chapter 1

Merchandising Business in Ready Made Garments- A

1.1 Background of the Study

1.2 Objective of the Study

1.3 Scope of the Study

Data collection procedure

Figure: Sources of data

The Primary sources are follows:

Face-to-face conversation with the respective officers and staffs

Informal conversation with the clients.

Practical work exposures from the different desks of the departments .

Study of the relevant files as instructed as instructed by the officers concerned

Experts opinion and comments,

The Secondary sources and data are follows:

Training materials available at the garments,

Published of different products,

Office circular and other published papers,

1.5 Limitations of the Study

Foreign buyers English are not that much clear.

2.1 The concept of merchandising in general terms:

2.1.1 Promotional merchandising:

2.1.2 Trading industry:

2.1.3 Retail supply chain:

A smaller niche in merchandising is the marketing of more adult-oriented products in connection

2.1.5 A Glimpse of The Growth & Status of Ready-Made Garment Export of

(in Total export of Bangladesh

% of RMGS to total Export

(in Million US$)

2.1.6 Apparel-The Highest Export Earning Sector:

RMG EXPORT VALUE (MILLION US

2.1.7 Share of RMG In Country's 1998-99 Total Export:

Export Share (%)

2.3 AN OVERVIEW OF THE BANGLADESH READYMADE GARMENT

Table 2. Important issues related to the ready-made garment industry

2.4 COMPETITIVENESS OF THE BANGLADESH READYMADEGARMENT INDUSTRY:

2.4.1 Export competitiveness in the European Union market:

Table- 3 Exports of knit, non-knit and made-up products to the European

2.4.2 Price competitiveness:

3.1 Letter of Credit (LC):

Letter of credit (LC) is a financial instrument opened by importer.

Transaction of letter of credit (LC)

Buyer requests the bank for open a letter of credit.

3.2 Terms of LC:

C.F (Cost and Freight)

F.O.B (Free on Board)

4.1 Organizational Profile:

Private Limited Company.

30 (Includes Knitting, Dyeing, Printed label, label. Hang

Printed label, label. Hang tag etc.

Our buyers are steady and satisfied and we are also

4.2 Organogram of Shelltex International:

4.3 Professional service:

4.4 Mission and Vision of Shelltex International

the best quality of products and services.

4.5 Organizational Goals of Shelltex International

To employ resources as incendiary for the growth of RMG sector.

4.6 Principal Objectives

To provide standard services.

4.7 Strategic View of Shelltex International

A truly international outlook for exporting

A long-term commitment for exporting

A strategic approach to the development of new export market

Credibility and close and long-term relationship in export market